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Strayer Bus325 midterm part 1 and 2 Spring 2014




Question 1;Differences between domestic and international HRM include;Answer;The cultural environment, the extent of reliance of the multinational on its home country or domestic market and the attitudes of senior management;The industry, the technology employed and communication capabilities;The cultural environment, the industry and the technology employed;The cultural environment, the attitudes of senior management and the organizations authority structure;uestion 2;Which three dimensions are presented in Morgan?s model of IHRM?;Answer;Types of employees, countries and industries;Types of employees, countries and human resource activities;Types of products, industries and human resource activity;Types of employees, labor problems and human resource activity;Question 3;The direct costs of international assignment failures can be as high as ___times the costs of those for similar failure in a domestic assignment;Answer;Five;Three;Ten;Eight;Question 4;Tax equalization policies concerning expatriates are designed to;Answer;Ensure no tax incentives are associated with any particular international assignment;Ensure taxes are paid;Ensure employees are aware of tax responsibilities;Keeps records up to date;Question 5;Senior managers with little international experience;Answer;Are very successful in multinational operations;Assume that there is no transferability between domestic and international HARM practices;Assume that there is a great deal of transferability between domestic and international HRM practices;Are usually very eager to take on international responsibilities;Question 6;In Porter?s value-chain model;Answer;HRM is described as a primary activity;HRM is described as a support activity;HRM is not mentioned as an activity;HRM is described as an incidental activity;Question 7;Which of the following is a global mindset?;Answer;Focus on domestic issues;Minimize differences between international and domestic environments;Transferability between domestic and international HRM practices;To formulate and implement HR policies that develop globally oriented staff;Question 8;A Japanese citizen working in Hong Kong for a Japanese multinational would be classified as;Answer;A host country national (HCN);A third country national (TCH);A parent country national (PCN);A related country national (RCN);Question 9;What is a key driver for firms seeking international markets?;Answer;A small home market;Tax regulations;Large home markets;Managerial incompetence;Question 10;Series of linked domestic industries in which rivals compete against each other on a worldwide basis is;Answer;Multidomestic industry;Global industry;Conglometric industry;Automobile industry;Question 11;Emic refers to which kind of specific aspect of concepts or behaviors?;Answer;Language;Culture;Country;History;Question 12;An asymmetric event is;Answer;Terrorist attack on 9/11;London 2012 Olympics;HR activities;Weekly staff training;Question 13;The cultural context impacts HRM practices;Answer;Not at all;Only in the HR practice areas of Compensational Task Distribution;In the HR practice areas of Recruitment, Selection, Training and Development, Compensation and Task Distribution;Only in the HR practice areas of Training and Development and Task Distribution;Question 14;Hofstede?s approach to cross cultural management research;Answer;Has been the subject of ongoing debate and criticism.;Has been largely ignored by other researches;Has been almost universally accepted;Has not been integrated into a wide range of alternative cross cultural research projects;Question 15;Hofstede?s study is classified or based on;Answer;Cultures;Ethnic subgroup;Countries;Common cultural regions;Question 16;The GLOBE study;Answer;Distinguishes between organizational cultures and national cultures.;Does not distinguish between organizational cultures and national cultures;Never distinguishes between subcultures in some nations for which data was collected;Distinguishes between subcultures in all 62 nations for which data was collected;Question 17;Hofstede?s cultural dimensions are;Answer;Universality, uncertainty avoidance, individualism vs. collectivism, aspiration vs. resignation and referentism.;Power distance, uncertainty avoidance, femininity vs. masculinity, individualism vs. collectivism dynamics.;Power distance, uncertainty avoidance, individualism vs. collectivism and contextualism vs. universalism.;Universalism vs. contextualism Confucian dynamics, individualism vs. collectivism and consumerism vs. theft;Question 18;Cross-cultural management research is based on the assumption that;Answer;There are no real differences in management practices in various countries and the respective environments do not matter.;There are differences in management practices in various countries but the respective environments do not explain these differences.;There are differences in management practices in various countries and the respective environment explains these differences.;There are differences in management practices in various countries and these differences are explained by company strategy alone.;Question 19;According to the results of the Hofstede study;Answer;U.S. culture is characterized more by collectivity behavior, unlike Anglo Saxon countries such as Australia or the United Kingdom;U.S. culture is characterized more by collectivity behavior, like Anglo Saxon countries such Australia or the United Kingdom;U.S. culture is characterized more by individualist behavior, unlike Anglo Saxon countries such as Australia or the United Kingdom.;U.S. culture is characterized more by individualist behavior, like Anglo Saxon countries such as Australia or the United Kingdom.;4 points;Question 20;Schein?s concept of culture consists of;Answer;Ways of thinking, feeling and reacting;Customs, practices and standardization;Research containing dense infinitive descriptions;Artifacts, values and assumptions;Question 21;Generational changes in world societies;Answer;Create no real changes in the demand for professional relationship and employee retention;Result in potential employees who have been brought up with computers and are fast self-organized learners as in Generation Y;Result in potential employees who have been brought up with computers and who are therefore inflexible as to work routine and multitasking as in Generation Y;Result in potential employees who are willing to sacrifice their personal lives for their careers as in Generation Y.;Question 22;Individualism vs. collectivism refers to;Answer;How government agencies act towards citizens;The extent to which individual initiative and responsibility to close family is valued in society as contrasted to group initiative and responsibility to an extended definition of family as socially valued;The extent to which individuals relate to the government as opposed to individuals being alienated from their government;The extent to which individual achievements are socially recognized and rewarded as opposed to recognition of wider social collectives ? groups, organizations, etc.;4 points;Question 23;The Trompenaars and Hamplen-Turner study distinguishes three overarching aspects of culture, namely;Answer;Artifacts, values and assumptions;Relationships between people, the concept of time and the concept of nature;Reality, time and space;Descriptive values, aspirational values and critical values;Question 24;Hall and Hall?s research emphasizes four cultural dimensions;Answer;Context of communications, spatial orientation, the concept of time and information speed;Context of communications, precision of communications, objectivity in communication and information speed;Context of communication, privacy of communication, the concept of time and information speed;Context of communications, spatial orientation, distribution of communication and feedback mechanisms;Question 25;A major criticism of cross-cultural management studies is;Answer;The construct of ?culture? is undefined or inadequately defined and/or operationalized at the start of the study.;The construct of ?culture? is defined too specifically for use across nations.;Research is done almost exclusively from a North American perspective.;There have been too few cross cultural research studies completed to assess the research.;Midterm part 2;Question 1;Transnational strategies of globalization are characterized by;Answer;Ability of the multinational to formulate and implement the required human resource element;A company doing business in more than one country;Organization form that is characterized by an interdependence of resources and responsibilities across all business units;Network of independent companies in different countries;Question 2;The subsidiary as an integrated player;Answer;Develops HRM policies and practice which are transferred to overseas affiliates;Creates knowledge but at the same time is recipient of knowledge flows;Engages in the creation of country/region specific knowledge in all key functional areas;Moves managers in a way to break down barriers and produces corporate champions of information;Question 3;Typically the initial stage of a firm entering international operations is;Answer;Export;Licensing;Investment;Employment;Question 4;The matrix structure;Answer;Is rather simple to control;Is characterized by a manager who belongs to two units at the same time;Is one of the first structures used by newly-formed international firms;Is difficult to set up, but once in place it is easy to maintain;Question 5;A matrix structure;Answer;Keeps profit centers but adds worldwide product managers;Integrated its operations across more than one dimension;Relies heavily on social networking;Creates a worldwide product division;Question 6;The management of a multi-centered networked organization is;Answer;Simple;Inconsequential;Organized;Complex;Question 7;The complex network of interrelated activities in a MNE can be described in the following structure;Answer;Functional;Product division;Heterarchy;Bureaucratic;Question 8;?Born globals? are;Answer;Company formed with the international market in mind;International firm formed by acquisition;Company grown into an international company by market demands;Company owned by people of different nationalities;Question 9;Network multinational structures;Answer;Are the most popular form of multinational organization;Are tightly coupled bureaucracies, linked by formal explicit policies;Are culturally homogeneous and hierarchically controlled;Are loosely coupled political systems;Question 10;Clan control is defined as;Answer;Hiring family relations to maintain control;Hiring people from similar backgrounds to ease cooperation;Social control to supplement or replace traditional structures;Control by personal influence;Question 11;One advantage of a matrix structure is;Answer;Allows all departments to network efficient;Brings conflicts of interest out into the open;Provides the company with uniform corporate values;Allows each locations to have its own self-contained division;Question 12;Transition companies are characterized by;Answer;Large well-resourced HR departments;Devolving HR responsibilities to a small group;HR relocations to a subsidiary company;Medium sized corporate HR department;Question 13;The host-country effect;Answer;Implies that multinationals are shaped by institutions existing in their country origins;Refers to the extent to which HRM practice in subsidiaries are impacted by the host country context;Refers to the transfer of practices from foreign locations to the headquarters;Relies heavily on knowledge from the parent or peer subsidiaries;Question 14;An International joint venture is defined as;Answer;One international company buys another company and combines the operations into a different company;One international company purchases another company and integrates operations into its company;Separate international companies in which the headquarters or controlling parent is outside of the country of operations;Two companies purchasing a third company in order to operate in another country;Question 15;Cross-border alliances are;Answer;Cooperative agreements between two or more firms from a different national background;Investment in which profits and other responsibilities are assigned;Agreement between 2 companies to join their operations;Multinational attempting to integrate its operations across more than one dimension;Question 16;The due diligence phase of a M&A is;Answer;Putting all the planning into action;An in depth analysis of the benefits on the mergers;The plan to carry out the merger;Designing key talent retention programs;Question 17;Learning in small to medium (SME) international firms is characterized by;Answer;Reliance on local and national agencies;The use of family contacts exclusively;The use of formal and informal business networks;An overreliance on formal networks;Question 18;A characteristic of a non-equity cross border alliance is;Answer;One which establishes subsidiaries thru Greenfield investments or acquisitions;The purchase of shares of an enterprise in a country other than its own;No other party has to provide financial contribution;Each party cooperates as a separate legal entity and bears its own liabilities;Question 19;A major reason to engage in a merger or acquisition is to;Answer;Facilitate the rapid entry into a new market;Acquire capital;Build prestige;Learn new technology;Question 20;In their ?partnership role? supporting an International Joint Venture, HR managers must;Answer;Conceptualize and implement new strategies involving communication and cooperation with new partners;Identify talent sources for executing International Joint Venture strategy;Take all stakeholders? needs into account and show a thorough understanding of the business and the markets;Take the properties of the parent company almost exclusively;Question 21;Advising management on dealing with people issues normally occur in which M&A phase?;Answer;Pre M&A;Due diligence phase;Integrations planning phase;Implementation and assessment phase;Question 22;A major difference between merger, acquisition and international joint venture is;Answer;Licensing a product;Government regulations;Ownership identification;The nations involved;Question 23;Which expatriate role or characteristic is found to be most important for a successful integration in a M&A activity?;Answer;Prior work experience with a country;Language skills;A manager?s industry experience;Creative analytical skill;Question 24;The best way to address intercultural conflicts is to;Answer;Ignore the conflicts as they will diminish with time;Have local country experts to interpret these conflicts;Take explicit measures to build and maintain the identity of the IJV organization;Let the two sides battle it out and the stronger of the two will prevail;Question 25;An option for SMEs to improve Human Resource related issues rapidly is to;Answer;Outsource the HR department;Rely less on the resources;Send managers to external training institutions;Fire the weaker employees


Paper#30916 | Written in 18-Jul-2015

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