1) jerry, representing a u.s firm, is sent to saudi arabia to negotiate his company’s
contracts. which of the following should jerry keep in mind when negotiating with the
arabs?
a) business should be conducted personally and not via telephone or email
b) arabs value time, and deadlines are to be kept at all costs
c) be explicit and express doubts wherever the subject’s feasibility comes into question
d) get to the point when presenting and negotiating
2) which of the following is a recommendation by tung for a successful repatriation
program?
a) offering support for dealing with family issues on early returns from assignment
b) assigning additional professional responsibilities to the expatriate
c) establishing a special organizational unit for the purposes of career planning and
continuing guidance for the expatriate
d) allowing the expatriate to choose alternate career paths
3) managerial training in ________ is particularly critical for firms in new economy and
emerging markets.
a) information and communication technologies
b) branding
c) sales and marketing
d) nano technology
4) which of the following is the most likely result of regulations and restrictions
enforced by a firm’s home government that prove to be expensive for the firm’s
operations?
a) the firm searches for less restrictive operating environments overseas
b) the firm responds to customers’ demands more promptly
c) the firm becomes entangled in lengthy litigation
d) the firm expands its domestic operations
5) barton & green is an mnc based in the u.s. that makes a wide range of software
development products. executives at the firm are considering the idea of outsourcing the
company’s it infrastructure. which of the following questions is the most relevant to
barton & green’s decision to outsource its it infrastructure to tmc enterprises, a firm in
india?
a) which type of operating system is primarily used by tmc enterprises?
b) what is the attitude of u.s. consumers about tmc enterprises?
c) what is the financial health of tmc enterprises?
d) which other firms have outsourced their processes to tmc enterprises?
6) ________ are based on what north americans believe is objective information,
presented with the assumption that it is understood by the other side on a logical basis.
a) factual appeals
b) affective appeals
c) axiomatic appeals
d) nonverbal messages
7) a firm that uses an international division structure sometimes experiences
intra-organizational conflict because ________.
a) such a structure disallows managers to coordinate resources for foreign activities
under one roof
b) the international division invariably fails to respond to cultural differences
c) more resources and management attention tend to get channeled toward the
international division than toward the domestic divisions
d) such a structure depresses the firm’s ability to respond to market opportunities
8) business people report two major areas of conflict in negotiating with the
chinesetheir apparent insincerity about reaching an agreement and ________.
a) their unwillingness to develop relationships beyond a superficial level
b) their insistence on a compromise whenever progress becomes difficult
c) the amount of details desired about product characteristics
d) the use of bureaucratic mechanisms to stall negotiations
9) all of the following are value dimensions proposed by hofstede except ________.
a) uncertainty avoidance
b) assertiveness
c) power distance
d) individualism
10) which of the following refers to one of the four personal development strategies,
outlined by morrison, gregersen, and black, through which companies and managers
can meet the requirements of effective global leadership?
a) global positioning
b) hiring
c) training
d) technology
11) which of the following is a critical success factor for exporting?
a) reliable infrastructure
b) domestic client acceptance
c) choice of distributor
d) differences in business models
12) in general, decentralized decision making is common for some functions such as
________.
a) finance
b) research and development
c) production
d) strategic management