全球化管理习题

1、精选优质文档-倾情为你奉上Short Answers (30 points, 5 points for each)1. Describe the Hierarchy of Needs theory.2. Describe the basic steps in Formulating Strategy.3. State Hofstedes theory of culture dimensions.4. How many economy systems are evolved from global economics? Describe each.5. Whats biotechnology?

2、Please state the development of biotechnology.6. Describe the nature of organizational culture.7. State the strategies for the “Base of the Pyramid”8. Why is todays international environment so confusing and challenging for MNCs.9. How many factors do help influence whether decision making will be c

3、entralized or decentralized?10. Please describe the global Integration vs. National Responsiveness Matrix.11. Is there any relationship between company size and European mangers attitude toward participative leadership styles?12. State Tropenaars four different types of organizational cultures. 13.

4、Describe the globalization, anti-globalization and global pressures.14. List 6types of entry strategies. Describe at least 3 of them the advantage and disadvantage. 15. Describe the content and influence of Foreign Corrupt Practices Act.16. How many economy systems are evolved from global economics?

5、 Describe each.17. State corporate social responsibility and sustainability.18. Describe the criteria used in selecting managers for overseas assignments.19. State three basic categories of political risks.20. Do value change overtime?21. State Herzbergs two-factor theory.Questions (30 points, 6 poi

6、nts for each)1. How has globalization affected different world regions? What are some of the benefits and costs of globalization for different sectors of society? A: 2. How has NAFTA affected the economies of North America and the EU affected Europe? What importance do these economic pacts have for

7、international managers in North America, Europe? A: 3. MNCs from emerging markets (India, China, Brazil) are beginning to challenge the dominance of developed country MNCs. How might MNCs from North America, Europe, and Japan respond to these challenges?A:4. In what ways do different ideologies and

8、political systems influence the environment in which MNCs operate? A:5. How do the following legal principles impact MNC operations: the principle of sovereignty, the nationality principle, the territoriality principle? A:6. How might different ethical philosophies influence how managers make decisi

9、ons when it comes to offshoring of jobs? A:7. In recent years, rules have tightened such that those who work for the U.S. government in trade negotiations are now restricted from working for lobbyists for foreign firms. Is this a good idea? Why or why not? A:8. What are some strategies for overcomin

10、g the impact of counterfeiting? Which strategies work best for discretionary (for instance, movies) versus nondiscretionary (pharmaceutical) goods? A:9. Why are MNCs getting involved in corporate social responsibility and sustainable business practice? Are they displaying a sense of social responsib

11、ility, or is this merely a matter of good business, or both? Defend your answer.A:10. What is meant by the term culture? In what way can measuring attitudes about the following help differentiate between cultures: centralized or decentralized decision making, safety or risk, individual or group rewa

12、rds, high or low organizational loyalty, cooperation or competition? Use these attitudes to compare the United States, Germany, and Japan. Based on your comparisons, what conclusions can you draw regarding the impact of culture on behavior?A: 11. What is meant by the term value? Are cultural values

13、the same worldwide, or are there marked differences? Are these values changing over time, or are they fairly constant? How does your answer relate to the role of values in a culture? A:12. As people engage in more international travel and become more familiar with other countries, will cultural diff

14、erences decline as a roadblock to international understanding, or will they continue to be a major barrier? Defend your answer. A:13. In what way is time a cultural factor? In what way is the need to control the environment a cultural factor? Give an example for each.A:14. Define the four basic pred

15、ispositions MNCs have toward their international operations. A:15. If a locally based manufacturing firm with sales of $350 million decided to enter the EU market by setting up operations in France, which orientation would be the most effective: ethnocentric, polycentric, regiocentric, or geocentric

16、? Why? Explain your choice. A:16. In what way are parochialism and simplification barriers to effective cross-cultural management? In each case, give an example. A:17. In most cases, local managerial approaches must be modified for doing business overseas. What are three specific examples that suppo

17、rt this statement? Be complete in your answer. A:18. Some researchers have found that when Germans work for a U.S. MNC, they become even more German, and when Americans work for a German MNC, they become even more American. Why would this knowledge be important to these MNCs? A：19. When comparing th

18、e negotiating styles and strategies of French versus Spanish negotiators, a number of sharp contrasts are evident. What are three of these, and what could MNCs do to improve their position when negotiating with either group? A:20. In which of the four types of organizational culturesfamily, Eiffel T

19、ower, guided missile, incubatorwould most people in the United States feel comfortable? In which would most Japanese feel comfortable? Based on your answers, what conclusions could you draw regarding the importance of understanding organizational culture for international management? A:21. Most MNCs

20、 need not enter foreign markets to face the challenge of dealing with multiculturalism. Do you agree or disagree with this statement? Explain your answer. A:22. What are some potential problems that must be overcome when using multicultural, diverse teams in todays organizations? What are some recog

21、nized advantages? Identify and discuss two of each. A:23. Why is nonverbal communication a barrier to effective communication?A：24. If a company new to the international arena was negotiating an agreement with a potential partner in an overseas country, what basic steps should it be prepared to impl

22、ement? Identify and describe them. A:25. Which elements of the negotiation process should be done with only your group? Which events should take place with all sides present? Why? A:26. Wilsten Inc. has been approached by a Japanese firm that wants exclusive production and selling rights for one of

23、Wilstens new high-tech products. What does Wilsten need to know about Japanese bargaining behaviors to strike the best possible deal with this company? A:27. Consider that both a retail chain and a manufacturing company want to expand overseas. What environmental factors would have the most impact o

24、n these companies? What key factors of success differentiate the two? A:28. Anheuser-Busch is attempting to expand in India, where beer is not widely consumed and liquor dominates the market. What areas should be targeted for strategic goals? What could be some marketing implications in the Indian m

25、arket? A:29. What particular conditions that MNCs face in emerging markets may require specialized strategies? What strategies might be most appropriate in response? A:30. One of the most common entry strategies for MNCs is the joint venture. Why are so many companies opting for this strategy? Would

26、 a fully owned subsidiary be a better choice? A:31. A small manufacturing firm believes there is a market for handheld tools that are carefully crafted for local markets. After spending two months in Europe, the president of this firm believes that his company can create a popular line of these tool

27、s. What type of organization structure would be of most value to this firm in its initial efforts to go international? A: 32. If this same company finds after three years of international effort that it is selling 50 percent of its output overseas, what type of organizational structure would you sug

28、gest for the future? A:33. In what way do the concepts of formalization, specialization, and centralization have an impact on MNC organization structures? A:34. Most firms attempt to quantify their political risk, although they do not assign specific weights to the respective criteria. Why is this a

29、pproach so popular? Would the companies be better off assigning weights to each of the risks being assumed? Defend your answer. A:35. What are some of the challenges associated with managing alliances? How do host governments affect these?A:36. Which cultures would be more likely to focus on externa

30、l controls? Which cultures would consider direct controls to be more important than indirect controls? A:37. How would you explain a companys decision to employ centralized decision-making processes and decentralized control processes, considering the two are so interconnected? Provide an industry e

31、xample of where this may occur.A:Case Analysis (10 points for each)1. FRANCHISE OPPORTUNITIES AT M c DONALDSOne of the best-known franchise operations in the world is McDonalds, and in recent years, the company has been working to expand its international presence. Why? Begin by perusing the latest

32、annual report, and see how well the company is doing both domestically and internationally. Then, turn to the franchise information that is provided, and find out how much it would cost to set up a franchise in the following countries: Belgium, Brazil, South Korea, Mexico, Slovenia, and Turkey. Then

33、, based on this assignment and the chapter material, answer these last three questions:(1) Will the fact that the euro has become the standard currency in the EU help or hinder a new McDonalds franchisee in Europe? (2) If there are exciting worldwide opportunities, why does McDonalds not exploit the

34、se itself instead of looking for franchisees? (3) What is the logic in McDonalds expansion strategy?2. Here Comes the Competition You Be the International Management Consultant The Wadson Company is a management research firm. It was recently hired by a large conglomerate with a wide range of produc

35、ts, from toys to electronics to financial services. This conglomerate wants Wadson to help identify an acquisition target. The conglomerate is willing to spend up to $2.5 billion to buy a major company anywhere in the world. One of the things the research firm did was to identify the amount of forei

36、gn direct investment in the United States by overseas companies. The research group also compiled a list of major acquisitions by non-U.S. companies. It gathered these data to show the conglomerate the types of industries and companies that are currently attractive to the international buyers. “If w

37、e know what outside firms are buying,” the head of the research firm noted, “this can help us identify similar overseas businesses that may also have strong growth potential. In this way, we will not confine our list of recommendations to U.S. firms only.” In terms of direct foreign investment by in

38、dustry, the researchers found that the greatest investment was being made in manufacturing (almost $100 billion). Then, in descending order, came wholesale trade, petroleum, real estate, and insurance. On the basis of this information, the conglomerate has decided to purchase a European firm. “The b

39、est acquisitions in the United States have already been picked,” the president told the board of directors. “However, Im convinced that there are highly profitable enterprises in Europe that are ripe for the taking. Id particularly like to focus my attention on the UK and Germany.” The board gave th

40、e president its full support, and the research firm will begin focusing on potential European targets within the next 30 days. Questions (1) Is Europe likely to be a good area for direct investment during the years ahead? (2) Why is so much foreign money being invested in U.S. manufacturing? (3) If

41、the conglomerate currently does not do business in Europe, what types of problems is it likely to face? 3. A Jumping-Off PlaceA successful, medium-sized U.S. manufacturing firm in Ohio has decided to open a plant near Madrid, Spain. The company was attracted to this location for three reasons. First

42、, the firms current licensing agreement with a German firm is scheduled to come to an end within six months, and the U.S. manufacturer feels that it can do a better job of building and selling heavy machinery in the EU than the German firm. Second, the U.S. manufacturer invested almost $300 million

43、in R&D over the last three years. The result is a host of new patents and other technological breakthroughs that now make this company a worldwide leader in the production of specialized heavy equipment. Third, labor costs in Spain are lower than in most other EU countries, and the company feels

44、 that this will prove extremely helpful in its efforts to capture market share in greater Europe. Because this is the manufacturers first direct venture into the EU, it has decided to take on a Spanish partner. The latter will provide much of the on-site support, such as local contracts, personnel h

45、iring, legal assistance, and governmental negotiations. In turn, the U.S. manufacturer will provide the capital for renovating the manufacturing plant, the R&D technology, and the technical training. If the venture works out as planned, the partners will expand operations into Italy and use this

46、 location as a jumping-off point for tapping the Central and Eastern European markets. Additionally, because the cultures of Spain and Italy are similar, the U.S. manufacturer feels that staying within the Latin European cultural cluster can be synergistic. Plans for later in the decade call for est

47、ablishing operations in northern France, which will serve as a jumping-off point for both Northern Europe and other major EU countries, such as Germany, the Netherlands, and Belgium. However, the company first wants to establish a foothold in Spain and get this operation working successfully; then i

48、t will look into expansion plans. Questions (1) In what way will the culture of Spain be different from that of the United States? (2) If the company expands operations into Italy, will its experience in Spain be valuable, or will the culture be so different that the manufacturer will have to begin

49、anew in determining how to address cultural challenges and opportunities? Explain. (3) If the firm expands into France, will its previous experiences in Spain and Italy be valuable in helping the company address cultural challenges?4. Beijing, Here We Come!A large toy company located in Canada is co

50、nsidering a business arrangement with the government of China (PRC). Although company representatives have not yet visited the PRC, the president of the firm recently met with their representatives in Ottawa and discussed the business proposition. The Canadian CEO learned that the PRC government wou

51、ld be quite happy to study the proposal, and the companys plan would be given a final decision within 90 days of receipt. The toy company now is putting together a detailed proposal and scheduling an on-site visit. The Canadian firm would like to have the mainland Chinese manufacture a wide variety

52、of toys for sale in Asia as well as in Europe and North America. Production of these toys requires a large amount of labor time, and because the PRC is reputed to have one of the largest and least expensive workforces in the world, the company believes that it can maximize profit by having the work

53、done there. For the past five years, the company has had its toys produced in Taiwan. Costs there have been escalating recently, however, and because 45 percent of the production expense goes for labor, the company is convinced that it will soon be priced out of the market if it does not find anothe

54、r source. The company president and three officers plan on going to Beijing next month to talk with government officials. They would like to sign a five-year agreement with a price that will not increase by more than 2 percent annually. Production operations then will be turned over to the mainland

55、Chinese, who will have a free hand in manufacturing the goods. The contract with the Taiwanese firm runs out in 90 days. The company already has contacted this firm, and the latter understands that its Canadian partner plans to terminate the arrangement. One major problem is that if it cannot find a

56、nother supplier soon, it will have to go back to the Taiwanese firm for at least two more years. The contract stipulates that the agreement can be extended for another 24 months if the Canadian firm makes such a request; however, this must be done within 30 days of expiration of the contract. This i

57、s not an alternative that appeals to the Canadians, but they feel they will have to take it if they cannot reach an agreement with the mainland Chinese. Questions (1) What is the likelihood that the Canadians will be able to reach an agreement with the mainland Chinese and not have to go back to the

58、ir Taiwanese supplier? Explain. (2) Are the Canadians making a strategically wise decision in letting the Chinese from the PRC handle all the manufacturing, or should they insist on getting more actively involved in the production process? Defend your answer. (3) What specific cultural suggestions w

59、ould you make to the Canadians regarding how to do business with the mainland Chinese?5. A Good-Faith Effort Is NeededExcelsior Manufacturing is a medium-sized firm located in the northeastern part of the United States. Excelsior has long been known as a high-quality, world-class producer of precision tools. Rec