BZ480 full course – Online Exams & assignments – may 2016

BZ 480 Online Exam 1

Part 1 of 1 – 90.0/ 100.0 Points

Question 1 of 20

5.0/ 5.0 Points

Primo is a multinational enterprise based in California that

manufactures and sells affordably-priced athletic shoes in
retail stores

around the world. A Primo manufacturing subsidiary in China
employs over

20,000 locals. Primo executives recently learned of human
rights

violations at the firm’s China subsidiary. Workers had been
forced to

work more than 60 hours each week, and minimum wage laws
were regularly

ignored. As a result, Primo executives need to decide
whether to

continue operations in China.

Which of the following is MOST relevant to

the decision by Primo to remain in China?

A. The extent of effect that bribery has on decisions made
by Primo’s

global managers in China

B. The methods of dealing with the hazardous waste created
by Primo’s China

manufacturing facility

C. The benefits that the local Chinese community might have

D. The changes that need to be made by Primo managers to
show more respect

for the Chinese culture

Question 2 of 20

5.0/ 5.0 Points

If MNCs want to take the lead in dealing with ecological
interdependence, then they most likely need to:

A. comply with international environmental regulations.

B. incorporate sustainability goals into strategic planning.

C. invest all profits into recycling and renewing resources
around the world.

D. work with foreign governments to draft global
environmental protection legislation.

Question 3 of 20

5.0/ 5.0 Points

Under __________ law, it is assumed a contract reflects
promises that will be enforced without specifying the details in the contract.

A. contract

B. federal

C. state

D. civil

Question 4 of 20

5.0/ 5.0 Points

In which of the following groups of trade blocs does most of
today’s world trade take place?

A. Middle East, China, and India

B. North America, Africa, and Canada

C. Saudi Arabia, Western Europe, and the Gulf

D. Western Europe, Asia, and the Americas

Question 5 of 20

5.0/ 5.0 Points

The checklist approach relies on a few easily measurable and
timely criteria believed to reflect or indicate changes in the __________ of
the country.

A. creditworthiness

B. dynamics

C. quality

D. trust

Question 6 of 20

5.0/ 5.0 Points

Which type of country is most likely to use its investment
laws to acquire appropriate technology?

A. Post-industrial country

B. Newly industrializing country

C. Less-developed country

D. Highly developed country

Question 7 of 20

5.0/ 5.0 Points

In recent years, which of the following has lessened the
criticisms of MNCs?

A. Increasing economic differences among countries

B. Greater emphasis on social responsibility by MNCs

C. Limited emphasis on social responsibility and ethical
behavior

D. Dissolution of MNCs in developing countries

Question 8 of 20

5.0/ 5.0 Points

According to the international codes of conduct, MNEs
should:

A. resolve disputes according to the domestic law of the
home country.

B. dominate the capital markets in which their operations
are based.

C. use inexpensive, imported sources for components and raw
materials.

D. conduct research and development activities in developing
countries.

Question 9 of 20

5.0/ 5.0 Points

Emerson is a global manufacturing company headquartered in
St. Louis,

Missouri. The company employs almost 130,000 workers at its
250

manufacturing facilities located on five different
continents. Emerson

manufactures a wide range of products including
air-conditioning

compressors, garbage disposers, and automotive parts.
Emerson’s Asian

operations employ over 50,000 people at manufacturing
facilities in

Asia. Emerson needs to build a new manufacturing facility to
produce

automotive parts for cars manufactured in Detroit. Emerson
executives

are considering whether to build the new facility in China
or in the

U.S.

Which of the following, if true, supports the argument to
build a

new Emerson facility in China?

A. The Chinese courts recently ruled in favor of an MNC in
an intellectual

property rights lawsuit.

B. The Chinese Commonwealth network is investing large
amounts of capital

in China.

C. China has increased Internet controls and blocked most
international

search sites.

D. China is revoking its membership from the World Trade
Organization.

Question 10 of 20

5.0/ 5.0 Points

Experts suggest that firms wanting to globalize through
e-commerce must first localize, which means firms need to:

A. use local suppliers, vendors, and distributors to
manufacture products for the local market.

B. modify their products and services to meet the needs and
interests of local cultures.

C. sell their products in a brick-and-mortar store before
selling them through an e-market.

D. test their products and services in local markets before
selling them over the Internet.

Question 11 of 20

5.0/ 5.0 Points

Which of the following concepts requires that an industrial
system be viewed not in isolation from its surrounding systems, but in concert
with them?

A. Industrial ecology

B. Industrial engineering

C. Ecological succession

D. Ecological shadow

Question 12 of 20

5.0/ 5.0 Points

Which of the following is dedicated to monitoring issues of
data privacy in Europe?

A. The Telecommunications Data Protection directive

B. The EU Data Retention Directive

C. The EU Directive of Data Protection

D. The Privacy and Electronic Communications EC Directive

Question 13 of 20

5.0/ 5.0 Points

Which of the following best describes nationalization?

A. Outsourcing of governmental functions to private entities

B. Hiring preferences given to locals rather than
expatriates

C. Government’s gradual and subtle actions against a firm

D. Forced sale of an MNC’s assets to local buyers

Question 14 of 20

0.0/ 5.0 Points

McDonald’s, a fast food chain headquartered in the United
States, applies the morality it practices in the United States to all foreign
countries in which it operates. McDonald’s is adhering to:

A. moral universalism.

B. ethical relativism.

C. geocentrism.

D. ethnocentrism.

Question 15 of 20

5.0/ 5.0 Points

Which of the following is the main reason why companies
dispose hazardous waste in less developed countries?

A. International agreements

B. Weak regulations and low costs

C. Advanced waste disposal plants

D. Large amounts of available land

Question 16 of 20

0.0/ 5.0 Points

Which of the following creates shared value?

A. Creating social value by creating economic value

B. Reconceiving products and markets

C. Disabling local cluster development

D. Creating economic value by creating social value

Question 17 of 20

5.0/ 5.0 Points

Which of the following significantly increases the
complexity of social responsibility and ethical behavior of MNCs?

A. Distance between the headquarters and the subsidiaries

B. Difficulties posed in training managers from different
cultures

C. Additional stakeholders associated with the firm’s
activities

D. International laws, regulations, and moral principles

Question 18 of 20

5.0/ 5.0 Points

Which of the following best explains why many foreign
companies find operating in China a difficult experience from a business
perspective?

A. China lacks the financial and legal systems needed to
support the country’s foreign trade.

B. China’s local market is not large enough to support its
extensive exporting to the U.S.

C. China’s government mandates that workers receive high
wages and benefits.

D. China’s exchange rate changes too frequently for U.S.
businesses to compete.

Question 19 of 20

5.0/ 5.0 Points

Political risks are best described as any governmental
actions or politically motivated events that:

A. suggest the firm is legally responsible for specific
wrongdoings.

B. negatively affect the firm’s long-run profitability or
value.

C. interfere with the personal safety of the firm’s
employees.

D. harm the firm’s capacity to meet consumer demands.

Question 20 of 20

5.0/ 5.0 Points

Robert is a technology officer in an Umerian firm and he
manages the firm’s operations at its facility in Elador. Robert is considering
the idea of installing new technology in the facility that would significantly
improve productivity and reduce labor costs. Which of the following undermines
the argument that Robert should install the new technology?

A. Elador’s government leaders encourage firms to install
the most modern machinery available.

B. The high school graduation rate in Elador is higher than
in neighboring countries.

C. Elador is currently experiencing a very high rate of
unemployment.

D. The firm’s competitors recently installed the same
technology.

 

 

 

 

 

 

BZ 480 Online Exam 2

Part 1 of 1 – 100.0/ 100.0 Points

Question 1 of 20

5.0/ 5.0 Points

Globalization, in all its forms of personal and business
contacts and information crossing borders, brings about changes that result in:

A. cultural diffusion.

B. multicultural sensitivity.

C. cultural accommodation.

D. multicultural incrementalism.

Question 2 of 20

5.0/ 5.0 Points

Which of the following is likely to cause offense in Saudi
Arabia?

A. Introducing business subjects too soon

B. Intolerance toward employees and coworkers

C. Failure to make decisions with a long-term perspective

D. Discrimination based on gender

Question 3 of 20

5.0/ 5.0 Points

An international manager can best develop an understanding
of a particular culture by:

A. creating a cultural profile for that country or region in
which the firm does business.

B. assuming that his or her own cultural styles and practices
can be successfully followed in the host country.

C. using stereotypes to develop cross-cultural understanding
in a business setting.

D. hiring locals rather than expatriates for management
positions in overseas subsidiaries.

Question 4 of 20

5.0/ 5.0 Points

Which of the following subsystems is most likely to underlie
both moral and economic norms?

A. Kinship system

B. Political system

C. Religious system

D. Education system

Question 5 of 20

5.0/ 5.0 Points

Global managers who exhibit cultural intelligence and
cultural sensitivity will most likely be able to:

A. negotiate effectively in expatriate assignments.

B. request bonuses for overseas job assignments.

C. implement technological changes quickly.

D. conduct efficient performance appraisals.

Question 6 of 20

5.0/ 5.0 Points

Stereotyping should most likely be avoided by international
managers because:

A. current variables of culture are grossly inaccurate.

B. many cultures have diverse subcultures.

C. many countries outlaw the practice.

D. national culture is nonexistent.

Question 7 of 20

5.0/ 5.0 Points

Which of the following is true of countries with low
masculinity?

A. More job conflicts

B. Increase in work-related stress

C. More women in high-level jobs

D. Lack of concern for others

Question 8 of 20

5.0/ 5.0 Points

Based on Trompenaars’s value dimensions, which of the
following is a characteristic of the particularistic approach? Objective: 2

A. Application of rules and systems

B. Open expression of emotions

C. Obligation toward relationships

D. Opportunity to achieve status

Question 9 of 20

5.0/ 5.0 Points

Which of the following factors can cause changes in
traditional, non-Western societies?

A. Media exposure

B. Religious activities

C. Stereotyping

D. Self-reference criterion

Question 10 of 20

5.0/ 5.0 Points

Which of the following is true of the way Arabs view time?

A. Deadlines and firm commitments are crucial to Arabs.

B. Arabs view time as a valuable and limited resource.

C. Arabs believe important decisions cannot be rushed.

D. Arabs honor deadlines by all means.

Question 11 of 20

5.0/ 5.0 Points

Which of the following is NOT one of Trompenaars’ s value
dimensions?

A. Universalism versus particularism

B. Neutral versus affective

C. Specific versus diffuse

D. Intrinsic versus extrinsic

Question 12 of 20

5.0/ 5.0 Points

Which of the following represents the expectations, norms,
and goals held in common by members of a specific company or group?

A. Cultural variable

B. Societal culture

C. Organizational culture

D. Organizational system

Question 13 of 20

5.0/ 5.0 Points

Managers from Italy and Mexico would most likely express
their emotions openly during a business situation, while managers from England
and Japan would most likely consider such behavior unprofessional. Which of the
following Trompenaars’s value dimensions explains this difference in behavior
and attitude?

A. Universalism versus particularism

B. Neutral versus affective

C. Specific versus diffuse

D. Achievement versus ascription

Question 14 of 20

5.0/ 5.0 Points

Which of the following is NOT a typical characteristic of
the Arab culture?

A. Open admission of mistakes

B. Indirect communication style

C. Emphasis on hospitality

D. Five times a day prayer pattern

Question 15 of 20

5.0/ 5.0 Points

Which of the following is NOT categorized as a sociocultural
variable of culture?

A. Religion

B. Economy

C. Education

D. Language

Question 16 of 20

5.0/ 5.0 Points

The European view of information privacy most likely stems
from its:

A. foreign business practices.

B. global nature of information technology.

C. culture and history.

D. competitive origins.

Question 17 of 20

5.0/ 5.0 Points

With regard to small family businesses in China, a
“guanxi” can be best described as a:

A. family hierarchy that determines who receives profits.

B. competitive management style based on Confucian values.

C. network of relationships centered on mutual obligations
and favors.

D. combination of modern and traditional methods for
managing employees.

Question 18 of 20

5.0/ 5.0 Points

Cultural intelligence is also known as cultural:

A. accommodation.

B. quotient.

C. empathy.

D. sensitivity.

Question 19 of 20

5.0/ 5.0 Points

Which of the following is true of the attitude toward work
in Mexican culture?

A. Work is a sacred duty.

B. Group harmony at work is essential to success.

C. Workers are primarily focused on the future.

D. Leisure time is more important than work.

Question 20 of 20

5.0/ 5.0 Points

Which of the following is an advantage of organizational
culture?

A. Long-term commitment

B. Tendency to adopt changes quickly

C. Excessive domestic focus

D. Individuality

 

 

 

 

 

 

 

 

BZ 480 Online Exam 3

Part 1 of 1 – 100.0/ 100.0 Points

Question 1 of 20

5.0/ 5.0 Points

Which of the following is a cultural variable in the
communication process?

A. Location

B. Attitude

C. Technology

D. Communication medium

Question 2 of 20

5.0/ 5.0 Points

In which of the following countries do people typically
begin the concessions and agreement stage of negotiation with what they are
prepared to accept rather than take extreme positions?

A. China

B. Sweden

C. Russia

D. U.S.

Question 3 of 20

5.0/ 5.0 Points

Larry is a top-level manager at Smart-Tech, an American
semiconductor firm. Larry is involved in the negotiation procedures between
Smart-Tech and a Saudi Arabian financial group. Larry arrives in Saudi Arabia
hoping to quickly conclude the business deal. However, to his surprise the
Arabs show no great interest in coming to a decision, despite several rounds of
discussion. This type of behavior from the Saudi Arabian financial group is
most likely attributed towards its __________ culture.

A. high-context

B. monotheistic

C. monochronic

D. low-contact

Question 4 of 20

5.0/ 5.0 Points

Which of the following is the primary cause of noise in the
communication process?

A. A lack of cultural empathy

B. Ineffective listening skills

C. The technology used in the medium of communication

D. The difference between two individuals’ life space

Question 5 of 20

5.0/ 5.0 Points

During a business meeting in the United States, a relaxed
posture is acceptable, but in Europe or Asia such body language would most
likely be interpreted as:

A. personal space invasion.

B. rudeness.

C. curiosity.

D. reluctance.

Question 6 of 20

5.0/ 5.0 Points

Which of the following is a part of the rational
decision-making process?

A. Background check on individuals involved in
decision-making

B. Gathering and analyzing relevant data

C. Comparison of competitor products

D. Marketing the respective products or services

Question 7 of 20

5.0/ 5.0 Points

__________ is the process of translating the received
symbols into the interpreted message.

A. Decoding

B. Transmitting

C. Encoding

D. Fragmenting

Question 8 of 20

5.0/ 5.0 Points

Which of the following is true about Japanese negotiators?

A. Personal benefit is the ultimate aim of the Japanese
negotiators.

B. Japanese negotiators are often impulsive and make
decisions spontaneously.

C. Japanese negotiators are outwardly expressive and take
conflicts personally.

D. Japanese negotiators are calm and patient, and accustomed
to long, detailed negotiating sessions.

Question 9 of 20

5.0/ 5.0 Points

Which of the following is a true statement regarding kinesic
behavior?

A. Facial expressions have the same meaning across cultures.

B. Minor variations in body language are insignificant.

C. Hand gestures are universally interpreted.

D. The meaning of body movements varies by culture.

Question 10 of 20

5.0/ 5.0 Points

Which of the following tips is most likely to lead to
effective intercultural communication?

A. Avoid being culturally sensitive over the Internet, as it
might result in discrimination.

B. It is always better to use long and descriptive
sentences.

C. Messages need to be encoded carefully.

D. Communication processes should be made quicker by
removing feedback systems.

Question 11 of 20

5.0/ 5.0 Points

When encoding a message during cross-cultural communication,
it is most effective for senders to:

A. use idioms and expressions.

B. make gestures.

C. rely on personal interpretations.

D. speak slowly and loudly in their native language.

Question 12 of 20

5.0/ 5.0 Points

Japanese negotiators tend to:

A. lack emotional sensitivity.

B. be argumentative.

C. hide emotions.

D. lack commitment to their employers.

Question 13 of 20

5.0/ 5.0 Points

Which of the following types of decision making is generally
used in China, Germany, Turkey, and India?

A. Participative

B. Autocratic

C. Totalitarian

D. Theocratic

Question 14 of 20

5.0/ 5.0 Points

One of the primary purposes of relationship building during
the negotiation process is to:

A. build mutual trust.

B. create formal contracts.

C. exchange task-related information.

D. avoid direct confrontations.

Question 15 of 20

5.0/ 5.0 Points

In an interview, a British journalist asked a German
athlete, “Are you a typical German?” When asked to clarify, the
journalist explained that a typical German loved machines, worked hard, and was
dependable. This is an example of:

A. cultural noise.

B. discrimination.

C. kinesic behavior.

D. stereotyping.

Question 16 of 20

5.0/ 5.0 Points

What forms the basis for the enforcement of most business
contracts in Mexico and China?

A. Legal systems

B. Scientific research

C. Personal commitments to individuals

D. International regulations

Question 17 of 20

5.0/ 5.0 Points

Larry is a top-level manager at Smart-Tech, an American
semiconductor

firm. Larry is involved in the negotiation procedures
between Smart-Tech

and a Saudi Arabian financial group. Larry has recently
arrived in Saudi

Arabia for the purpose of negotiating the final terms of the
contract.

Which of the following statements undermines the argument
that Larry

should adhere to a strict agenda when negotiating with the
Arabs?

A. Both Saudi Arabia and the U.S. are low-contact cultures.

B. Both Saudi Arabia and the U.S. are high-contact cultures.

C. Saudi Arabia is a polychronic culture.

D. Saudi Arabia is a monochronic culture.

Question 18 of 20

5.0/ 5.0 Points

Jerry, representing a U.S firm, is sent to Saudi Arabia to
negotiate his company’s contracts. Which of the following should Jerry keep in
mind when negotiating with the Arabs?

A. Business should be conducted personally and not via
telephone or email.

B. Arabs value time, and deadlines are to be kept at all
costs.

C. Be explicit and express doubts wherever the subject’s
feasibility comes into question.

D. Get to the point when presenting and negotiating.

Question 19 of 20

5.0/ 5.0 Points

Interaction posture is best defined as the:

A. tendency to contradict the beliefs of others.

B. understanding and modeling of local proxemics.

C. ability to respond to others in a nonjudgmental way.

D. capacity to be flexible to promote group communication.

Question 20 of 20

5.0/ 5.0 Points

Which of the following is a typical characteristic of a
Japanese work group?

A. Open expression of conflicts

B. Decision making based on a patient, long-term perspective

C. Lack of cooperation

D. Lack of mutual confidence

 

 

 

 

 

 

 

 

BZ 480 Online Exam 5

Part 1 of 2 – 90.0/ 100.0 Points

Question 1 of 40

5.0/ 5.0 Points

Which of the following is the quickest and cheapest way to
develop a global strategy?

A. Fully-owned subsidiaries

B. Greenfield investments

C. Strategic alliances

D. Acquisitions

Question 2 of 40

5.0/ 5.0 Points

Offshoring provides the company with access to foreign
markets while avoiding:

A. relocation of the company to other countries.

B. competition between companies in the global market.

C. trade risks.

D. trade barriers.

Question 3 of 40

5.0/ 5.0 Points

Meryl Software Inc., an American MNC wishing total control
of its operations, wants to acquire an existing firm, Graphiti Animations, in
Canada. If acquired, Graphiti Animations would be a:

A. fully-owned subsidiary.

B. holding company.

C. greenfield investment.

D. shell corporation.

Question 4 of 40

5.0/ 5.0 Points

The first broad scan of all potential world markets should
result in the firm being able to:

A. identify the strengths and weaknesses of its competitors.

B. eliminate markets with unreasonable entry conditions.

C. determine the best sources for raw materials.

D. eliminate countries with high cultural risk.

Question 5 of 40

5.0/ 5.0 Points

Which of the following is a way in which formal institutions
affect international competition?

A. Decreasing trade restrictions

B. Enforcing organizational laws

C. Enforcing antidumping laws

D. Enforcing strict exit barriers

Question 6 of 40

5.0/ 5.0 Points

A(n) __________ analysis determines which areas of a firm’s
operations represent strengths or weaknesses (currently or potentially)
compared to competitors.

A. transactional

B. internal

C. structural

D. break-even

Question 7 of 40

5.0/ 5.0 Points

Which of the following strategies would a non-European
company most likely use if it wanted to gain quick entry inside the European
community?

A. International joint venture

B. Greenfield investment

C. Turnkey operation

D. Offshoring

Question 8 of 40

5.0/ 5.0 Points

Which of the following is the most likely result of
regulations and restrictions enforced by a firm’s home government that prove to
be expensive for the firm’s operations?

A. The firm searches for less restrictive operating
environments overseas

B. The firm responds to customers’ demands more promptly

C. The firm becomes entangled in lengthy litigation

D. The firm expands its domestic operations

Question 9 of 40

5.0/ 5.0 Points

Which of the following is a global risk with regard to
strategic entry scanning?

A. Economic and fiscal policies

B. Corruption

C. Economic and financial risk

D. Trade restrictions

Question 10 of 40

5.0/ 5.0 Points

Which of the following is the most common reactive reason
for a firm to extend its operations overseas?

A. Tax incentives

B. Economies of scale

C. Globalization of competitors

D. Resource access and cost savings

Question 11 of 40

5.0/ 5.0 Points

The primary motive in the contract manufacturing strategy
is:

A. utilizing inexpensive overseas labor.

B. obtaining rights to patented technology.

C. sharing managerial expertise.

D. sharing financial resources.

Question 12 of 40

0.0/ 5.0 Points

Futura-Core Technologies, an electronics manufacturing firm,
has advantages in financial capability and sustainability, but a disadvantage
in speed of innovation. It is also at a disadvantage relative to Core-Dynamix
Technologies, another electronics manufacturing firm, in important factors such
as manufacturing capability and adaptability to market conditions. Which of the
following terms best describes Futura-Core’s abilities in comparison to
Core-Dynamix?

A. Comparative advantage

B. Collective bargaining

C. Competitive advantage

D. Absolute advantage

Question 13 of 40

5.0/ 5.0 Points

At which three levels should firms ideally perform global
environmental analysis?

A. Product, domestic market, and consumer

B. Multinational, regional, and local

C. Operational, tactical, and top management

D. Innovation, production, and local distribution

Question 14 of 40

5.0/ 5.0 Points

Restrictive trade barriers most likely influence the
globalization of businesses by encouraging firms to:

A. develop joint ventures with local firms.

B. import supplies from foreign vendors.

C. expand the exportation of raw materials.

D. switch from exporting to overseas manufacturing.

Question 15 of 40

5.0/ 5.0 Points

Which of the following terms refers to the basic means by
which a company competes?

A. Mission

B. Procedure

C. Strategy

D. Process

Question 16 of 40

5.0/ 5.0 Points

Which of the following is a national risk with regard to
strategic entry scanning?

A. Energy availability and prices

B. Regional instability

C. Legal protection

D. Political turmoil

Question 17 of 40

5.0/ 5.0 Points

Which of the following entry strategies is most likely to
serve as a short-term strategy and to provide limited income?

A. Joint venture

B. Management contract

C. Offshoring

D. Fully owned subsidiary

Question 18 of 40

5.0/ 5.0 Points

Which of the following charts the direction of the company
and provides a basis for strategic decision making?

A. Environmental assessment

B. Corporate structure

C. Organizational mission

D. SWOT analysis

Question 19 of 40

0.0/ 5.0 Points

Which of the following statements is true of clustering?

A. It uses different suppliers and distribution channels for
interdependent companies within an industry.

B. It helps a firm gain an increase in efficiencies.

C. It seldom uses specialized labor.

D. It typically increases the costs of production and
distribution.

Question 20 of 40

5.0/ 5.0 Points

Due to the high demand for its handmade soaps in Canada,
Fragrance Exotica, an Indian Soap manufacturer, has decided to open a new
manufacturing unit in Canada, thereby expanding overseas. In this scenario,
which of the following reasons prompted Fragrance Exotica to set up a
manufacturing unit overseas?

A. Trade barriers

B. Manufacturer demands

C. Customer demands

D. Tax incentives

Part 2 of 2 – 95.0/ 100.0 Points

Question 21 of 40

5.0/ 5.0 Points

The degree to which headquarters’ practices and goals are
transferable most likely depends on whether:

A. top managers are from the head office, the host country,
or a third country.

B. the organization is product- or service-oriented.

C. financial performance reports show a positive trend in
growth over the past several years.

D. the production system is standardized.

Question 22 of 40

5.0/ 5.0 Points

Sedona Inc. is an American firm that manufactures
high-quality handbags,

duffel bags, and leather belts at its facility in Arizona.
Sedona’s

products have been featured in various fashion magazines,
and as a

result, consumer demand has increased significantly.
Currently, Sedona

is organized as a domestic structure plus export department.
Executives

at Sedona believe the firm is ready to internationalize its
operations,

and they are considering various organizational structures.

Which of the

following best supports the argument that Sedona should give
its

subsidiary managers significant autonomy?

A. Praxis Inc., one of Sedona’s domestic competitors, has a
flat

organizational structure.

B. Sedona is a family-owned business that began as a
subsidiary to Aloha enterprises.

C. Sedona has recently reorganized into a domestic structure
plus foreign subsidiary.

D. Sedona conducts a large percentage of domestic sales
through the

company’s website.

Question 23 of 40

5.0/ 5.0 Points

All of the following are cooperative aspects of strategic
alliances EXCEPT:

A. creating economies of scale in tangible assets.

B. forming upstream–downstream divisions of labor.

C. limiting investment risks through shared resources.

D. learning new intangible skills from alliance partners.

Question 24 of 40

5.0/ 5.0 Points

Which of the following forms of organization is particularly
appropriate in a dynamic and diverse environment?

A. The global functional structure

B. The global product structure

C. The domestic structure plus export department

D. The domestic structure plus foreign subsidiary

Question 25 of 40

5.0/ 5.0 Points

In order to minimize potential problems in alliances,
companies should most likely choose partners with:

A. competitively sensitive technology.

B. complementary products and skills.

C. significant control of the target market.

D. superior bargaining power in the same industry.

Question 26 of 40

5.0/ 5.0 Points

The need for knowledge management in IJVs primarily stems
from: Answer: B

A. employee concerns regarding job security and benefits.

B. cultural and system differences between partners.

C. local government regulations and restrictions.

D. proprietary information legalities.

Question 27 of 40

5.0/ 5.0 Points

Which of the following types of alliances can be formed
between a company and a foreign government?

A. International joint venture

B. Equity strategic alliance

C. Non-equity strategic alliance

D. Global strategic alliance

Question 28 of 40

5.0/ 5.0 Points

Usually, smaller firms start their international involvement
by:

A. exporting.

B. divesting.

C. entering into a full-blown global joint venture.

D. using foreign direct investment.

Question 29 of 40

0.0/ 5.0 Points

Barton & Green is an MNC based in the U.S. that makes a
wide range of software development products. Executives at the firm are considering
the idea of outsourcing the company’s IT infrastructure. Which of the following
questions is the most relevant to Barton & Green’s decision to outsource
its IT infrastructure to TMC Enterprises, a firm in India?

A. Which type of operating system is primarily used by TMC
Enterprises?

B. What is the attitude of U.S. consumers about TMC
Enterprises?

C. What is the financial health of TMC Enterprises?

D. Which other firms have outsourced their processes to TMC
Enterprises?

Question 30 of 40

5.0/ 5.0 Points

Which of the following indicates a need for change in
organizational design?

A. Low turnover

B. A decrease in overseas customer complaints

C. Seamless innovation

D. New management with different goals and strategies

Question 31 of 40

5.0/ 5.0 Points

Which of the following is true with regard to information
systems in less-developed countries?

A. In less-developed countries, the sources of reliable data
for decision making is relatively high in number.

B. The accuracy and timeliness of information systems are
often less than perfect in less-developed countries.

C. In less-developed countries, the sources of reliable data
for decision making are easy to locate.

D. Government information in less-developed countries is
rarely fabricated, so it is considered to be the most reliable source of
information for headquarters’ managers.

Question 32 of 40

5.0/ 5.0 Points

Which of the following is true with regard to direct
coordinating mechanisms?

A. Expatriates from “headquarters” do not exert
control over the foreign affiliate through the expectations of the national and
corporate culture of the parent company.

B. Even in situations where parent control is considered
less important, delegating the control to the local level is ritually avoided.

C. Direct coordinating mechanisms that provide the basis for
the overall guidance and management of foreign operations include the design of
appropriate organizational structures and the use of effective staffing
practices.

D. Direct coordinating mechanisms do not include staffing
practices.

Question 33 of 40

5.0/ 5.0 Points

SoftCorp and TechGig, upcoming software companies in San
Diego, have decided to create a new and independent telecommunications company,
ST-source. Each parent firm has agreed to have 50 percent equity in the new
company. This is an example of a(n):

A. e-business.

B. subsidiary.

C. franchise.

D. joint venture.

Question 34 of 40

5.0/ 5.0 Points

In spite of the potential problems with local partners, many
firms rush the process of partner selection because they:

A. want to reduce the amount spent on establishing
subsidiaries abroad

B. want to take advantage of the local partner’s
technological innovations.

C. mostly aim at increasing the number of equity shares
within a short period of time.

D. are anxious to get into an attractive market.

Question 35 of 40

5.0/ 5.0 Points

Managers choose the manufacturing location for each product
based on where the best combination of cost, quality, and technology can be
attained in order to achieve:

A. customer loyalty.

B. integration.

C. segregation.

D. rationalization.

Question 36 of 40

5.0/ 5.0 Points

Overlooking cultural differences in cross-border alliances
can create a negative impact when target country:

A. has similar views on organizational formality.

B. and host country equally participate in decision making.

C. is technologically superior to the host country.

D. has conflicting practices and systems.

Question 37 of 40

5.0/ 5.0 Points

Papillion Inc. is a small American high-technology firm that
has been successfully competing in the international business arena from its
inception two years ago. Instead of internationalizing slowly, Papillion
embarked upon an ambitious plan to leverage niche market opportunities
worldwide—right from the beginning. Papillion Inc. exemplifies the __________
phenomenon.

A. born-global

B. subordinateship

C. outsourcing

D. insourcing

Question 38 of 40

5.0/ 5.0 Points

According to the __________ model, as the company becomes
larger, more complex, and more sophisticated in its approach to world markets,
it may evolve into a transnational corporation.

A. four stages of contribution

B. crowdsourcing

C. matrix

D. evolutionary stages

Question 39 of 40

5.0/ 5.0 Points

Nimbus Inc. is a hybrid organization. The organizational
structure of

the company has been developed to combine geographic support
for both

global integration and local responsiveness. Nimbus is not a

hierarchical organization and uses cross-functional teams to
quickly

adapt to the dynamic business environment.

If the above information is

true, which of the following can be fittingly inferred?

A. Nimbus has only a few SBUs.

B. Nimbus has a matrix structure.

C. Nimbus is a born global.

D. Nimbus does not favor standardization of its products.

Question 40 of 40

5.0/ 5.0 Points

Which of the following primarily determines the extent of
control exercised over an IJV by its parent company?

A. Staffing choices for top IJV positions

B. Policies of the smaller firm

C. Cultural background

D. IJV industry

 

 

 

 

 

 

BZ 480 Online Exam 7

Part 1 of 2 – 100.0/ 100.0 Points

Question 1 of 40

5.0/ 5.0 Points

Which of the following is an advantage of the staffing
approach that employs parent-country nationals as top managers?

A. Maintenance of close control over subsidiaries

B. Less-costly transferees

C. Facilitation of global multicultural teams

D. High effectiveness of expatriates in foreign countries

Question 2 of 40

5.0/ 5.0 Points

Fred Sanders, an American, works as a manager at his firm’s
headquarters in New York. He recently learned that he has been assigned to
manage the firm’s subsidiary office in Tokyo, and he will be relocating to
Japan within the next six weeks. Which of the following staffing approaches is
being employed in this scenario?

A. Polycentric

B. Regiocentric

C. Global

D. Ethnocentric

Question 3 of 40

5.0/ 5.0 Points

Training for host-country nationals during the export stage
of globalization will most likely focus on:

A. parent-country products.

B. global conduct policies.

C. product and service systems.

D. production and service procedures.

Question 4 of 40

5.0/ 5.0 Points

The concept of “keeping the expatriate whole” in
terms of compensation most likely means ensuring that the expatriate’s:

A. family is prepared for the overseas assignment.

B. health insurance coverage is globally accepted.

C. foreign and domestic taxes are paid in a timely manner.

D. standard of living is at par with that of colleagues at
home.

Question 5 of 40

5.0/ 5.0 Points

Which of the following factors will hinder the integration
of expatriate staff with local staff?

A. Knowledge sharing

B. Headquarters mentality

C. Overseas experience

D. Cultural flexibility

Question 6 of 40

5.0/ 5.0 Points

Which of the following is NOT a barrier for maintaining
globalization momentum?

A. Time and cost constraints

B. Conflicting host government requirements

C. The scarce availability of staff

D. Having an international team

Question 7 of 40

5.0/ 5.0 Points

Which of the following terms is increasingly replacing the
term “expatriate” due to the global staffing approach?

A. Repatriate

B. Global manager

C. Transpatriate

D. Line manager

Question 8 of 40

5.0/ 5.0 Points

Which of the following methods is used by many firms to
reduce the overall costs of expatriate assignments?

A. Extending the expatriate’s tour

B. Encouraging expatriates to visit their home country frequently

C. Standardizing global compensation

D. Implementing global benefits policies

Question 9 of 40

5.0/ 5.0 Points

__________ is increasingly being recognized as a major
determinant of success or failure in international business.

A. International human resource management

B. Procurement of raw materials from abroad

C. Outsourcing

D. Insourcing

Question 10 of 40

5.0/ 5.0 Points

The __________ is often used to equalize the standard of
living between the host country and the home country, and to add some
compensation for inconvenience or qualitative loss.

A. localization approach

B. balance sheet approach

C. relocation strategy

D. going-rate approach

Question 11 of 40

5.0/ 5.0 Points

Which of the following most likely occurs when a manager is
transferred to another part of the country where there are significant cultural
differences?

A. Subculture shock

B. Culture shock

C. Expatriation

D. Repatriation

Question 12 of 40

5.0/ 5.0 Points

Which of the following can be termed as a benefit in the
context of expatriate compensation?

A. Relocation expenses

B. Cost-of-living adjustments

C. Health insurance

D. Private education for children

Question 13 of 40

5.0/ 5.0 Points

Local managers are hired to fill key positions in their own
country under the __________ staffing approach.

A. global

B. polycentric

C. ethnocentric

D. xenocentric

Question 14 of 40

5.0/ 5.0 Points

The goal of cross-cultural training is to ease the
expatriate’s adjustment to the new environment by reducing:

A. culture shock.

B. power distance.

C. social distance.

D. cultural diversity.

Question 15 of 40

5.0/ 5.0 Points

Which of the following is true with regard to training and
compensating host-country nationals?

A. HCNs are rarely offered training in global business and
Internet technology within their home corporations.

B. The traditional lifetime employment and guaranteed tidy
pension of the East are being increasingly adopted by the West.

C. Many multinationals wish to train their employees to
bridge the divide between the firm’s successful corporate culture and
practices, and the local culture and work practices.

D. In contemporary times, MNCs rarely have a global pay
strategy in place.

Question 16 of 40

5.0/ 5.0 Points

__________ is the first stage in a comprehensive plan for
developing expatriates.

A. Assessing development and support needs

B. Integration of the value added to the firm

C. Development of a contract

D. Problem recognition

Question 17 of 40

5.0/ 5.0 Points

Relocation expense is an example of a(n):

A. salary.

B. tax.

C. allowance.

D. benefit.

Question 18 of 40

5.0/ 5.0 Points

Recruiting managers from Latin America for a position in
Brazil is an example of __________ staffing approach.

A. global

B. ethnocentric

C. regiocentric

D. polycentric

Question 19 of 40

5.0/ 5.0 Points

Which of the following is the final stage of the IHRM
process that is used to maximize the effectiveness of expatriate assignments?

A. Selection of expatriate

B. Debriefing expatriate and family to improve IHRM process

C. Development of contract

D. Assessment of development and support needs

Question 20 of 40

5.0/ 5.0 Points

Which of the following is a factor that facilitates
integration of expatriate staff with local staff? Answer: C

A. Withholding useful information

B. Having a headquarters mentality

C. Speaking the local language

D. Demonstrating autocratic behavior

Part 2 of 2 – 100.0/ 100.0 Points

Question 21 of 40

5.0/ 5.0 Points

The management of the reentry phase of the career cycle, if
not handled adequately:

A. can lead to culture shock.

B. can lead to the negation of the long-term benefits of
that executive’s international experience.

C. is most likely to nullify the monetary benefits
associated with the executive’s international experience.

D. is most likely to decrease general apathy toward overseas
assignments.

Question 22 of 40

5.0/ 5.0 Points

Which of the following refers to a language- and
communication-related issue that poses a challenge to many virtual global
teams?

A. Lack of face-to-face meetings to establish trust or for
cross-interaction processes such as brainstorming

B. Variable skill levels and willingness to interact through
virtual media

C. Lack of visibility of nonverbal cues

D. Variations in attitudes and expectations toward time

Question 23 of 40

5.0/ 5.0 Points

Which of the following is NOT an operational challenge for
global virtual teams?

A. Organizational objectives

B. Geographic dispersal

C. Culture differences

D. Technology

Question 24 of 40

5.0/ 5.0 Points

According to a survey of Alcoa’s virtual team members,
successful team leaders:

A. have the ability to convey goals and resolve conflicts.

B. are more likely to use autocratic power.

C. are more likely to discourage innovation.

D. have limited international experience.

Question 25 of 40

5.0/ 5.0 Points

A comparative study of European project groups in several
countries by Sylvie Chevrie revealed three main strategies for dealing with the
challenge of achieving cross-cultural collaboration in multinational horizontal
projects. Which of the following is one of those strategies?

A. Minimizing trial-and-error processes

B. Drawing upon individual tolerance and self-control

C. Linking compensation to individual achievement

D. Keeping disparate members isolated from the core
organizational processes

Question 26 of 40

5.0/ 5.0 Points

Lauryn, an American national, was sent to Japan on an
assignment. According to her, it was during this time that she learned to
understand situations from the viewpoint of local employees and business
people. As an expatriate, which of the following skills did Lauryn attain?

A. Multiple perspectives

B. Ability to work with others

C. Tolerance for ambiguity

D. Technical skills

Question 27 of 40

5.0/ 5.0 Points

Opportunities for indigenous female employees to move up the
managerial ladder in a given culture depend on the:

A. values and expectations regarding the role of women in
that society.

B. ability of women to perform in cross-cultural teams in
that culture.

C. success of male managers in integrating global teams in
that culture.

D. overall quality of life in that culture.

Question 28 of 40

5.0/ 5.0 Points

A repatriated manager says, “I learned to understand
situations from the viewpoint of local employees and businesspeople when I
worked overseas.” Which of the following acquired skills is the manager
referring to in this instance?

A. Technical skills

B. Multiple perspectives

C. Managerial skills

D. Tolerance for ambiguity

Question 29 of 40

5.0/ 5.0 Points

Which of the following is/are particularly important in
joint ventures for the purposes of strategic planning, implementation, and
production?

A. Ethnocentric hiring strategy

B. Dual-career couples

C. Multicultural teams

D. Rigid repatriation policies

Question 30 of 40

5.0/ 5.0 Points

For sharing resources and managing the transnational
transfer of knowledge, it is essential for MNCs to maximize their human assets
in the form of __________ management teams.

A. virtual

B. regional

C. niche

D. global

Question 31 of 40

5.0/ 5.0 Points

The reasons for the different opportunities for women among
various countries can often be traced to the:

A. inadequate education systems of the host countries.

B. cultural expectations of the host countries.

C. predominantly agricultural economies of the host
countries.

D. lack of adequate technology in the host countries.

Question 32 of 40

5.0/ 5.0 Points

Which of the following is the most likely reason for falling
union membership in industrialized countries?

A. A decrease in the proportion of white-collar and service
workers as proportionate to manufacturing workers

B. Rising proportion of temporary and part-time workers

C. The declining popularity of unions among the older
generations

D. A reduced number of firms offshoring white-collar jobs

Question 33 of 40

5.0/ 5.0 Points

Which of the following is true with regard to virtual teams?

A. Advances in communication hinder virtual global teams.

B. Virtual teams do not offer cost advantages.

C. Cultural misunderstandings are fairly rare occurrences
across virtual teams.

D. The members of virtual teams interact through
computer-mediated communication systems.

Question 34 of 40

5.0/ 5.0 Points

Which of the following is a constraint frequently placed on
management by organized labor?

A. Restrictions on the repatriation of capital

B. Limits on the firm’s ability to vary employment levels
when necessary

C. Rigid requirements for bargaining with global unions

D. Restrictions on borrowing from private banks

Question 35 of 40

5.0/ 5.0 Points

There are various categories of resources—both people and
processes—which IHR managers and others must develop and maintain; in
particular it is essential for them to:

A. minimize long-term retention and use of international
cadre.

B. develop culturally homogeneous teams.

C. develop effective global management teams.

D. consider host-country labor relations system as
essentially anarchic.

Question 36 of 40

5.0/ 5.0 Points

Which of the following is an advantage of a synergy?

A. Minimized cross-cultural exchanges

B. Exposure to different viewpoints

C. Greater complexity in the workplace

D. Varying managerial styles

Question 37 of 40

5.0/ 5.0 Points

One of the main dimensions of the labor-management
relationship that a manager must consider is:

A. specific human resource policies in terms of recruitment,
training, and compensation.

B. the role of mentoring bodies in the relationship.

C. advertising and promotional strategies.

D. repatriation policies and procedures.

Question 38 of 40

5.0/ 5.0 Points

Research on expatriate assignments continues to show that:

A. the number of dual-career couples is steadily declining.

B. linking rewards to team performance decreases the overall
productivity of teams in the long run.

C. females are disproportionately underrepresented in
expatriate assignments.

D. encouraging trial-and-error processes adversely affects
cross-cultural collaboration.

Question 39 of 40

5.0/ 5.0 Points

Which of the following must an international team avoid if
it wants to achieve the individual and collective goals of the team members?

A. Developing a global perspective

B. Providing means to communicate corporate culture

C. Causing the global enterprise to disintegrate

D. Disseminating the corporate culture

Question 40 of 40

5.0/ 5.0 Points

Which of the following is one of the forces working toward
convergence in labor systems?

A. Successful repatriation

B. Internal competitive forces

C. Decreased open trade

D. Political changes

 

 

 

 

 

 

 

 

 

BZ 480 assignment 4

 Directions:Be sure to
save an electronic copy of your answer before submitting it to for
grading. Unless otherwise stated, answer in complete sentences, and be sure to
use correct English, spelling and grammar. Sources must be cited in APA format.
Your response should be four (4) double-spaced pages; refer to the “Assignment
Format” page located on the Course Home page for specific format
requirements.

 

Assignment 04

BZ 480 International Management

Directions: Be sure to make an electronic copy of
your answer before submitting it to for grading. Unless otherwise
stated, answer in complete sentences, and be sure to use correct English
spelling and grammar. Sources must be cited in APA format. Your response should
be four (4) pages in length; refer to the “Assignment Format” page
for specific format requirements.

Describe the strategies of globalization and regionalization
and explain when each strategy can be used effectively. Give examples of
successful companies that have followed each strategy.

 

BZ 480 assignment 8 

Directions:Be sure to save an electronic copy
of your answer before submitting it to for grading. Unless otherwise
stated, answer in complete sentences, and be sure to use correct English,
spelling and grammar. Sources must be cited in APA format. Your response should
be four (4) double-spaced pages; refer to the “Assignment
Format” page located on the Course Home page for specific format
requirements.

Assignment 08

BZ 480 International Management

Directions: Be sure to make an electronic copy of
your answer before submitting it to for grading. Unless otherwise
stated, answer in complete sentences, and be sure to use correct English
spelling and grammar. Sources must be cited in APA format. Your response should
be four (4) pages in length; refer to the “Assignment Format” page
for specific format requirements.

Discuss the appropriateness of using the same leadership
style across all EU countries. Include in your discussion the research results
for different views given in your textbook.

Provide specific, clear, and descriptive examples of how
different leadership and/or motivational approaches should be considered for
different countries.