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CSU BBA4426 Unit VI assessment

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Question;Question;1;1.;Luthans and Doh (2012) discuss four imperatives which serve as common;approaches to formulating and implementing international strategies. Briefly;describe the economic imperative, political imperative, quality imperative;administrative coordination, and how international managers should use these;approaches.;Your response should be at least 400 words in length. All sources used must be;referenced, paraphrased and quoted material must have accompanying citations.;Answer;20 points;Question;2;1.;Luthans and Doh (2012) discuss strategies for emerging markets. Select;one of the emerging strategies and write a short essay explaining why you;believe it will or will not function effectively. If you choose to explain why;a strategy will NOT function effectively, provide recommendations for;improvements or recommendations for a new strategy.;Your response should be at least 500 words in length. All sources used must be;referenced, paraphrased and quoted material must have accompanying citations.;Answer;30 points;Question;3;1.;Luthans and Doh (2012) discuss entry strategies and ownership;structures. As an international manager, which entry strategy would you use for;a banking organization? For context, select one of the BRIC countries. Briefly;explain why.;Your response should be at least 200 words in length. All sources used must be;referenced, paraphrased and quoted material must have accompanying citations.;Answer;20 points;Question;4;1.;Luthans and Doh (2012) discuss organizational characteristics of MNCs.;Briefly describe a scenario where formalization is appropriate.;Your response should be at least 150 words in length. All sources used must be;referenced, paraphrased and quoted material must have accompanying citations.;Answer;13 points;Question;5;1.;Match the following items to the correct answer option;Answer;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Strategic;management;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Economic;imperative;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Political;imperative;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Quality;imperative;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;National;responsiveness;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Global;strategy;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Multi-domestic;strategy;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;International;strategy;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Transnational;strategy;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;International;entrepreneurship;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Global;product division;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Global;area division;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Global;functional division;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Mixed;organization structure;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Transnational;network structure;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Formalization;Read Answer Items for;Question 5;-;A.;B.;C.;D.;E.;F.;G.;H.;I.;J.;K.;L.;M.;N.;O.;P.;Q.;Specialization;Read Answer Items for;Question 5;Answer;A.;Integrated;strategy based primarily on price competition.;B.;Strategic;formulation and implementation utilizing strategies of total quality;management to meet or exceed customers? expectations and continuously;improve products or services.;C.;Strategic;formulation and implementation utilizing strategies that are;country-responsive and designed to protect local market niches.;D.;The;need to understand the different consumer tastes in segmented regional;markets and respond to different national standards and regulations imposed;by autonomous governments and agencies.;E.;A;worldwide strategy based on cost leadership, differentiation, and;segmentation.;F.;An;organizational characteristic that assigns individuals to specific;well-defined tasks.;G.;A;multinational structural arrangement that combines elements of function;product, and geographic designs, while relying on a network arrangement to;link worldwide subsidiaries.;H.;The;process of determining an organization?s basic mission and long-term;objectives, then implementing a plan of action for attaining these goals.;I.;A;structure that organizes worldwide operations primarily based on function;and secondarily on product.;J.;Mixed;strategy combining low demand for integration and responsiveness.;K.;A;structure that is a combination of a global product, area, or functional;arrangement.;L.;The;use of defined structures and systems in decision making, communicating;and controlling.;M.;Differentiated;strategy emphasizing local adaptation;N.;A;combination of innovative, proactive, and risk-seeking behavior that;crosses national boundaries and is intended to create value in;organizations.;O.;Integrated;strategy emphasizing both global integration and local responsiveness.;P.;A;structure under which global operations are organized on a geographic;rather than a product basis.;Q.;A;structural arrangement in which domestic divisions are given worldwide;responsibility for product groups.

 

Paper#54248 | Written in 18-Jul-2015

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