BUS 325 Global Human Resource Management Week 5 Quiz – Strayer (All Possible Questions With Answers)
Click on the Link Below to Purchase A+ Graded Course Material
CHAPTER 4: IHRM in Cross-Border Mergers & Acquisitions, International Alliances and SMEs
1. A merger of two companies can be depicted by Company A and Company B form Company C.
2. In an acquisition a new company is formed with a new identity and operation.
3. During most merger and acquisition processes top management retention is very high due to benefits of operating a foreign company.
4. Identifying and assessing culture issues in an HR activity is the due diligence phase of merger and acquisition.
5. The strongest HR involvement takes place in the first two phases of the merger and acquisition phases.
6. Company relationships are not considered a resource in an HR function in a merger and acquisition strategy.
7. A tangible asset is money and people.
8. The command of the partners’ language is mainly a requirement for Eastern managers.
9. Performance related pay is more popular in Germany than the USA.
10. An exchange rate advantage is not a factor in considering a merger and acquisition strategy in a given country.
11. Parent companies in an international joint venture do not have a separate legal identity.
12. Gaining knowledge of both local business conditions and the research and development capabilities of the potential joint venture partner is a reason to enter into an international joint venture.
13. SMEs constitute the backbone of the Asia Pacific region.
14. Values shape employee’s priorities and decision making.
15. In the USA more than 80 per cent of total employment is with organizations with less than 20 employees.
16. Less qualified employees are employed by small to medium enterprises because they do not meet recruitment requirements of large organizations.
17. Financial participation programs are offered to small to medium enterprises to increase the manager identification with the firm.
18. In small to medium enterprises cross cultural training for expatriates is usually conducted as in-house training seminars.
19. HR activities can become a significant drain on managerial time and resources in an international small to medium enterprise.
20. Small to medium firms have as much experience operating in a variety of different countries as large organizations.
1. Cross-border alliances are:
a. Cooperative agreements between two or more firms from a different national background
b. Investment in which profits and other responsibilities are assigned
c. Agreement between 2 companies to join their operations
d. Multinational attempting to integrate its operations across more than one dimension
2. A characteristic of a non-equity cross border alliance is:
a. One which establishes subsidiaries thru Greenfield investments or acquisitions
b. The purchase of shares of an enterprise in a country other than its own
c. No other party has to provide financial contribution
d. Each party cooperates as a separate legal entity and bears its own liabilities
3. Equity modes of foreign operations car be best described as:
a. Selling stock to a foreign country
b. Involving a foreign direct investor purchase of shares of an enterprise in a country other than its own
c. Each part contributes non-financial resources to the operation
d. Shares are listed on both countries stock exchange
4. A major reason to engage in a merger or acquisition is to:
a. Facilitate the rapid entry into a new market
b. Acquire capital
c. Build prestige
d. Learn new technology
5. Typical HR problems arising in cross border M&A involve all of the following EXCEPT:
a. Lose up to 20% of its executives
b. Personnel issues are neglected
c. Failure due to not producing intended results
d. Insufficient capital
6. The due diligence phase of a M&A is:
a. Putting all the planning into action
b. An in depth analysis of the benefits on the mergers
c. The plan to carry out the merger
d. Designing key talent retention programs
7. Integration planning phase of M&A are all of the following except:
a. Planning and leading integration efforts
b. Helping the organization cope with change
c. Defining and organizational blueprint and staffing plan
d. Advising management on dealing with people issues
8. Advising management on dealing with people issues normally occur in which M&A phase?
a. Pre M&A c. Integrations planning phase
b. Due diligence phase d. Implementation and assessment phase
9. One of the largest merges in history was between:
a. IBM and Wang c. Ford and Jaguar
b. Chrysler and Daimler Benz d. Lincoln and Ford
10. What is defined as a factor which shapes employees priorities and decisions made?
a. Management c. Location
b. Values d. Financial
11. Which of the following would not be considers a resource?
a. Money c. Brand
b. People d. Regulations
12. Which expatriate role or characteristic is found to be most important for a successful integration in a M&A activity?
a. Prior work experience with a country c. A manager’s industry experience
b. Language skills d. Creative analytical skill
13. Performance-related pay is more popular in which country?
a. Germany c. France
b. USA d. Japan
14. Which country tends to have the longest recruitment period?
a. USA c. Japan
b. Germany d. UK
15. A perceived “ unaffordable luxury” in SMEs is:
a. Training c. Environmental upgrades
b. Research d. Change facilitator
16. An International joint venture is defined as:
a. One international company buys another company and combines the operations into a different company
b. One international company purchases another company and integrates operations into its company
c. Separate international companies in which the headquarters or controlling parent is outside of the country of operations
d. Two companies purchasing a third company in order to operate in another country
17. Shortage of working capital to finance exports is a top barrier to access international markets in:
a. EEA c. SMEs
b. IJV d. HR
18. M&A conceptual tool which converts resources into valuable goods and services is:
a. Values c. resources
b. Processes d. experience
19. The HR managers role as an innovator in a IJV means:
a. Create a win-win situation by sharing rather than competing between entities
b. Taking all stake holders needs into account
c. Conceptualize and implement new strategies
d. Identify talent for executing IJV strategies and adapt to changes
20. IJV positions called “functional gatekeepers” :
a. Provide a governmental regulation function
b. Control the public relations aspects of an IJV
c. Allow functional resources to be inventoried freely
d. Protect their firms assets in specific functional areas
21. Which companies have a difficult challenge to enter foreign markets?
a. Conglomerate c. Partnerships
b. Small to medium companies d. Chinese based firms
22. Internationalization process theory suggest which person has the most impact on internationalization process of a small to medium enterprise (SME):
a. Owner/Founder c. Investors
b. Exporters d. HR manager
23. All of the following are characteristic of a SME human resource development EXCEPT:
a. Training and development are short term oriented
b. Tacit knowledge related to the specific context of the firm
c. Informal learning approach
d. No motivation to report and share information
24. An option for SMEs to improve Human Resource related issues rapidly is to:
a. Outsource the HR department
b. Rely less on the resources
c. Send managers to external training institutions
d. Fire the weaker employees
25. A major difference between merger , acquisition and international joint venture is:
a. Licensing a product c. Ownership identification
b. Government regulations d. The nations involved
26. Learning in small to medium (SME) international firms is characterized by:
a. Reliance on local and national agencies
b. The use of family contacts exclusively
c. The use of formal and informal business networks
d. An overreliance on formal networks
27. In their “partnership role” supporting an International Joint Venture, HR managers must:
a. Conceptualize and implement new strategies involving communication and cooperation with new partners
b. Identify talent sources for executing International Joint Venture strategy
c. Take all stakeholders’ needs into account and show a thorough understanding of the business and the markets
d. Take the properties of the parent company almost exclusively
28. The European Commission’s definition of SME is which of the following?
a. Small company with less than 50 employees
b. Medium company with less than 500 employees
c. Small balance sheet with less than 25 million in assets
d. Medium balance sheet with less than 75 million in assets
29. Many international joint ventures (IJV ) fail in the long-term due to:
a. Changing market conditions
b. Inadequate attention to market synergies
c. Lack of interest in the human resource management and cross-cultural management aspects of IJV
d. The failure to restructure the IJV appropriately
30. The best way to address intercultural conflicts is to:
a. Ignore the conflicts as they will diminish with time
b. Have local country experts to interpret these conflicts
c. Take explicit measures to build and maintain the identity of the IJV organization
d. Let the two sides battle it out and the stronger of the two will prevail
1. What are the two equity based forms of cross-border alliances? Describe each function.
2. What is the difference between merger and acquisition?
3. What are the four phases of M&A and what happens at each phase?
4. There are three conceptual tools between business strategy and HR strategy. What are these tools?
5. Why would a company enter into an international joint venture?