Question 1 of 20 5.0 Points A highly developed international company with a deep involvement throughout the world, plus a worldwide perspective in its management and decision making is called a(n)  A.international corporation.  B.multidomestic corporation.  C.multinational corporation.  D.global corporation.  E.Stage IV corporation. Question 2 of 20 5.0 Points What is the activity that occurs in Stage I of international development?  A.The company invests in production facilities in key countries.  B.The company exports, but trade is minor and handled by an export department.  C.The company establishes its own export division with sales offices in other countries.  D.The company operates in a global industry and establishes worldwide personnel, R&D, and financing strategies.  E.The company establishes local operating divisions in host countries to better serve individual country markets. Question 3 of 20 5.0 Points What is the activity that occurs in the last stage of international development?  A.The company invests in production facilities in key countries.  B.The company exports, but trade is minor and handled by an export department.  C.The company establishes its own export division with sales offices in other countries.  D.The company operates in a global industry and establishes worldwide HR, R&D, and financing strategies thereby denationalizing its operations.  E.The company establishes local operating divisions in host countries to better serve individual country markets. Question 4 of 20 5.0 Points Which type of structure was used by American Cyanamid to introduce and manage a similar line of products throughout the world?  A.geographic-area structure  B.network structure  C.product-group structure  D.international structure  E.functional structure Question 5 of 20 5.0 Points Which type of structure was used by Nestle to tailor products to regional differences and to achieve regional coordination? Question 6 of 20 5.0 Points Which type of structure enables a corporation to centralize decision making along product lines and to reduce costs?  A.geographic-area structure  B.product-group structure  C.network structure  D.matrix structure  E.functional structure Question 7 of 20 5.0 Points According to Chandler and others, which factors MUST be closely aligned to avoid the consequences of poor organizational performance?  A.management, workforce, and customers  B.operations, marketing, and finance  C.strategy, structure, and environment  D.rules, goals, and tasks  E.hierarchy, contacts, and integrators Question 8 of 20 5.0 Points A candidate for a fourth stage in corporate development is  A.conglomerate structure.  B.strategic business units.  C.divisional structure.  D.matrix structure.  E.hybrid structure. Question 9 of 20 5.0 Points When Kimberly-Clark introduced Huggies disposable diapers against Procter & Gamble's market leading Pampers, they were using the offensive tactic known as a(n) ...

1. Question 1 of 20
5.0 Points
A highly developed international company with a deep
involvement throughout the world, plus a worldwide perspective
in its management and decision making is called a(n)
A.international corporation.
B.multidomestic corporation.
C.multinational corporation.
D.global corporation.
E.Stage IV corporation.
Question 2 of 20
5.0 Points
What is the activity that occurs in Stage I of international
development?
A.The company invests in production facilities in key
countries.
B.The company exports, but trade is minor and handled by an
export department.
C.The company establishes its own export division with sales
offices in other countries.
D.The company operates in a global industry and establishes

2. worldwide personnel, R&D, and financing strategies.
E.The company establishes local operating divisions in host
countries to better serve individual country markets.
Question 3 of 20
5.0 Points
What is the activity that occurs in the last stage of international
development?
A.The company invests in production facilities in key
countries.
B.The company exports, but trade is minor and handled by an
export department.
C.The company establishes its own export division with sales
offices in other countries.
D.The company operates in a global industry and establishes
worldwide HR, R&D, and financing strategies thereby
denationalizing its operations.
E.The company establishes local operating divisions in host
countries to better serve individual country markets.
Question 4 of 20
5.0 Points
Which type of structure was used by American Cyanamid to
introduce and manage a similar line of products throughout the
world?
A.geographic-area structure
B.network structure

3. C.product-group structure
D.international structure
E.functional structure
Question 5 of 20
5.0 Points
Which type of structure was used by Nestle to tailor products to
regional differences and to achieve regional coordination?
Question 6 of 20
5.0 Points
Which type of structure enables a corporation to centralize
decision making along product lines and to reduce costs?
A.geographic-area structure
B.product-group structure
C.network structure
D.matrix structure
E.functional structure
Question 7 of 20
5.0 Points
According to Chandler and others, which factors MUST be
closely aligned to avoid the consequences of poor
organizational performance?
A.management, workforce, and customers

4. B.operations, marketing, and finance
C.strategy, structure, and environment
D.rules, goals, and tasks
E.hierarchy, contacts, and integrators
Question 8 of 20
5.0 Points
A candidate for a fourth stage in corporate development is
A.conglomerate structure.
B.strategic business units.
C.divisional structure.
D.matrix structure.
E.hybrid structure.
Question 9 of 20
5.0 Points
When Kimberly-Clark introduced Huggies disposable diapers
against Procter & Gamble's market leading Pampers, they were
using the offensive tactic known as a(n)
A.flanking maneuver.
B.frontal assault.
C.encirclement.
D.bypass attack.

5. E.guerilla attack.
Question 10 of 20
5.0 Points
When Yamaha entered the market with a broader range of
pianos, keyboards, and other musical instruments, it was using
which offensive tactic?
A.flanking maneuver
B.frontal assault
C.encirclement
D.bypass attack
E.guerilla attack
Question 11 of 20
5.0 Points
One of the big common mistakes by corporations sending
executives on global assignments is NOT
A.raising their salaries.
B.educating executives about customs and values in other
countries.
C.providing training for the regulatory environment.
D.providing excellent health care.
E.giving executives the opportunity to visit home.
Question 11 of 20
5.0 Points

6. One of the big common mistakes by corporations sending
executives on global assignments is NOT
A.raising their salaries.
B.educating executives about customs and values in other
countries.
C.providing training for the regulatory environment.
D.providing excellent health care.
E.giving executives the opportunity to visit home.
Question 12 of 20
5.0 Points
According to the text, which one of the following is NOT one of
the dangers of using primarily foreign nationals to staff
managerial positions in subsidiaries?
A.the increased likelihood of suboptimization
B.difficulty for the MNC to meet long-term, worldwide
objectives
C.the ability for communication and coordination becomes
increasingly difficult
D.promotes anger and jealousy within the nationalistic host
government
E.problems in coordinating activities of several international
subsidiaries leads to problems in operating in a global industry
Question 13 of 20

7. 5.0 Points
Which of the following practices was NOT identified by a study
of 750 U.S., Japanese, and European companies that do a good
job of managing foreign assignments?
A.When making international assignments they focus on
transferring knowledge and developing global leadership.
B.They offer foreign assignments to people whose technical
skills are matched or exceeded by their cross-cultural abilities.
C.They offer assignments to those who want to return home
early to share their experiences.
D.They end foreign assignments with a deliberate repatriations
process with career guidance.
E.They end foreign assignments with a deliberate repatriation
process with jobs where the employees can apply what they
learned in their assignments.
Question 14 of 20
5.0 Points
Which one of the following was NOT one of the cultural
dimensions that Hofstede found which could explain the success
or failure of certain management practices?
A.uncertainty avoidance
B.masculinity-femininity
C.individualism-collectivism
D.cultural diversity

8. E.power distance
Question 15 of 20
5.0 Points
Nations like Greece and Japan whose people want career
stability, formal rules, and clear-cut measures of performance
would score high on which of Hofstede's cultural dimensions?
A.uncertainty avoidance
B.masculinity-femininity
C.individualism-collectivism
D.power distance
E.long-term orientation
Question 16 of 20
5.0 Points
According to Hofstede's cultural dimensions, which country
scored lowest on power distance?
A.Malaysia
B.Mexico
C.Germany
D.United States
E.Great Britain
Question 17 of 20

9. 5.0 Points
According to Hofstede, which cultural dimension describes the
extent to which a society emphasizes the importance of hard
work, education, and persistence as well as the importance of
thrift?
A.uncertainty avoidance
B.masculinity-femininity
C.individualism-collectivism
D.long-term orientation
E.power distance
Question 18 of 20
5.0 Points
All of the following reflect characteristics of a successful
integration manager EXCEPT
A.a deep knowledge of the acquiring company.
B.a flexible management style.
C.an ability to work in cross-functional project teams.
D.a propensity to hire likeminded people.
E.a willingness to work independently.
Question 19 of 20
5.0 Points
Which of the following statements is true concerning the career

10. life cycle for top executives?
A.During the early years of executives' tenures, they tend to
experiment extensively with product lines to learn about their
business.
B.It is possible that a current CEO may not be appropriate to
implement a new strategy.
C.The harvest stage occurs when executives' accumulated
knowledge allows them to reduce experimentation and increase
performance.
D.There is an inverted U-shaped relationship between top
executive tenure and the firm's financial performance.
E.all of the above
Question 20 of 20
5.0 Points
What did a study of 173 firms over a 25-year period reveal
about CEOs of successful corporations?
A.They tended to have less loyalty than former CEOs,
switching companies at a faster pace.
B.They tended to have the same functional specialization as the
former CEO.
C.They tended to be more aggressive in their risk-taking than
former CEOs.
D.They tended to rely more on skills developed through group

11. decision making.
E.They tended to be turnaround specialists.