BUS/325 Week 4 Quiz – Strayer
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CHAPTER 3: The Organizational Context
1. An export manager is typically the first international HR position in a new international company.
2. Purchasing an international company automatically creates a separate international division of a company.
3. The Inpatriate manager performs a major role in identifying employees who can direct operations in a foreign subsidiary.
4. International division acting as an independent separate unit cannot be tolerated as the firm’s international activities become strategically more important.
5. The matrix structure area managers are responsible for the performances of all products within the various countries that comprise their regions.
6. Less human resources planning and management development are in the matrix structure of operations than traditional organization.
7. Mixed structures are more complex and harder to explain and implement/control than a matrix structure.
8. Intra-organizational networks comprise the organization’s headquarters and the numerous subsidiaries.
9. The metanational form is described as a global tournament.
10. Centralized HR companies are operated within a matrix structure.
11. Training, performance, appraisals and staff movements are not impacted by the HR structural form.
12. Europeans tend to take a different structural path than the US.
13. Chinese firms have many international operations.
14. European multinational firms are mainly from Germany.
15. Japanese based multinational firms are the only firms to successfully balance operations in all the regional blocks.
16. Formal structure controls are an international firm’s primary source of control.
17. Training and development, program reward systems and promotion are activities that reinforce company value systems.
18. Half of the US firms reported that HR functions were unrelated to the nature of the firm’s international operations.
19. HR departments are emerged in policies and procedures in the early international or export stage.
20. Centralized HR companies are characterized by devolving the HR responsibilities to a small group who reports to corporate headquarters.
1. “Born globals” are:
a. Company formed with the international market in mind
b. International firm formed by acquisition
c. Company grown into an international company by market demands
d. Company owned by people of different nationalities
2. Typically the initial stage of a firm entering international operations is:
a. Export c. Investment
b. Licensing d. Employment
3. Which category of employee is typically used in key sales subsidiary position in a new developing international company:
a. Parent Country National c. Third Country National
b. Host Country National d. Multi Country National
4. The second stage of a new international company typically involves which department:
a. Sales c. Employment
b. Export d. Human resources
5. Which stage of international operations tend to create a separate international division in a company:
a. Foreign production/service operations c. Physical location
b. Exporting d. Sales
6. “Miniature replicas” are:
a. Subsidiaries structured to mirror that of domestic organizations
b. Small scale reproduction of each firm to show at office meetings
c. Company created to make miniature building
d. Foreign company purchased to create a multinational company
7. Many companies in the developmental stage of internationalization will maintain control by:
a. Placing PCN in all key positions
b. Placing a human resource division on location
c. Going to governmental sources for support
d. Hiring locals in all aspects of the organization
8. The “think global, act local” paradox:
a. Purchase vegetables at farmers markets grown in another country
b. Push for local responsiveness toward global integration
c. Results in a foreign subsidiary hiring local employees
d. Reflects the hierarchy of needs for a multinational company
9. A matrix structure:
a. Keeps profit centers but adds worldwide product managers
b. Integrated its operations across more than one dimension
c. Relies heavily on social networking
d. Creates a worldwide product division
10. One advantage of a matrix structure is:
a. Allows all departments to network efficient
b. Brings conflicts of interest out into the open
c. Provides the company with uniform corporate values
d. Allows each locations to have its own self-contained division
11. A major contributing factor of an unmanageable matrix structure is:
a. Confused human resource department c. Clear responsibilities
b. Standard reporting procedures d. Dual reporting requirements
12. The complex network of interrelated activities in a MNE can be described in the following structure:
a. Functional c. Heterarchy
b. Product division d. Bureaucratic
13. Transnational strategies of globalization are characterized by:
a. Ability of the multinational to formulate and implement the required human resource element
b. A company doing business in more than one country
c. Organization form that is characterized by an interdependence of resources and responsibilities across all business units
d. Network of independent companies in different countries
14. A common theme between heterarchy, matrix and transnational is:
a. Networks of communication is imperative
b. Staff transfers play a critical role in integrations and coordination
c. Legal forms are very different
d. The reduced role of communications requirements
15. The management of a multi-centered networked organization is:
a. Simple c. Organized
b. Inconsequential d. Complex
16. The following types of units are regarded in a metanational firm EXCEPT:
a. Sensing unit, financial unit and performing unit
b. Magnet unit and entrepreneurial unit
c. Sensing unit, magnet unit and marketing unit
d. Marketing unit, magnet unit, financial unit
17. HR functions are described in the following structural forms EXCEPT for:
a. Centralized HR c. Matrix HR
b. Decentralized HR d. Transition HR
18. The European path approach to a global matrix tends to emphases:
a. Worldwide product division approach c. Functional approach
b. Area/geographic division approach d. Corporate subsidiary approach
19. Korean conglomerates have a strong preference for:
a. Greenfield building approach c. Grow within approach
b. Bamboo network/family approach d. Growth-through-acquisition approach
20. Clan control is defined as:
a. Hiring family relations to maintain control
b. Hiring people from similar backgrounds to ease cooperation
c. Social control to supplement or replace traditional structures
d. Control by personal influence
21. Multinational firms are divided into the following regional block EXCEPT:
a. North America c. Europe
b. Asia d. Australia
22. An important forum for the development of personal networks is:
a. Relocating staff on a regular basis c. Training programs held in regional centers
b. Luncheon meeting d. Weekly department meetings
23. Social Capital emphasizes the need for:
a. Recycling facilities for community
b. A customer list in an organization
c. Employees with poor social skills
d. Contacts and ties that facilitate knowledge sharing
24. The process of socializing people so that they come to share a common set of values and beliefs that shapes their behavior is:
a. Networking c. Matrix structure
b. Corporate culture d. Social investment
25. Transition companies are characterized by:
a. Large well-resourced HR departments
b. Devolving HR responsibilities to a small group
c. HR relocations to a subsidiary company
d. Medium sized corporate HR department
26. The matrix structure:
a. Is rather simple to control
b. Is characterized by a manager who belongs to two units at the same time
c. Is one of the first structures used by newly-formed international firms
d. Is difficult to set up, but once in place it is easy to maintain
27. Matrix structures:
a. Can be managed by anyone with basic skills
b. Requires a manager with some experience, but who insist on no ambiguities
c. Requires managers who know the business in general, who has good interpersonal skills and who can deal with ambiguities in responsibilities
d. Requires a manager who has worked at least five years in a previous matrix organization
28. Network multinational structures:
a. Are the most popular form of multinational organization
b. Are tightly coupled bureaucracies, linked by formal explicit policies
c. Are culturally homogeneous and hierarchically controlled
d. Are loosely coupled political systems
29. The host-country effect:
a. Implies that multinationals are shaped by institutions existing in their country origins
b. Refers to the extent to which HRM practice in subsidiaries are impacted by the host country context
c. Refers to the transfer of practices from foreign locations to the headquarters
d. Relies heavily on knowledge from the parent or peer subsidiaries
30. The subsidiary as an integrated player:
a. Develops HRM policies and practice which are transferred to overseas affiliates
b. Creates knowledge but at the same time is recipient of knowledge flows
c. Engages in the creation of country/region specific knowledge in all key functional areas
d. Moves managers in a way to break down barriers and produces corporate champions of information
1. What are the advantages and disadvantages of the global matrix structure?
2. What are the characteristics of a centralized decentralized and transition HR company?
3. Discuss a formal, structural form of control utilized by traditional multinational firms.
4. What would be considered an informal control mechanism?
5. How can a social relationship be considered a control?