Final Flashcards
(126 cards)
1
Q
Strategic formulation and implementation in which the MNC makes strategic decisions based on the merits of the individual situation rather than using a predetermined economically or politically driven strategy
A
Administrative coordination:
2
Q
Strategy targeting low-income customers in developing countries
A
Base of the pyramid strategy:
3
Q
Firms that engage in significant international activities a short time after being established
A
Born-global firms:
4
Q
A worldwide strategy based on cost leadership, differentiation, and segmentation
A
Economic imperative:
5
Q
The process of providing management with accurate forecasts of trends related to external changes in geographic areas where the firm currently is doing business or is considering setting up operations
A
Environmental scanning:
6
Q
The production and distribution of products and services of a homogeneous type and quality on a worldwide basis
A
Global integration:
7
Q
Integrated strategy based primarily on price competition
A
Global strategy:
8
Q
A combination of innovative, proactive, and risk-seeking behavior that crosses national boundaries and is intended to create value in organizations
A
International entrepreneurship:
9
Q
Mixed strategy combining low demand for integration and responsiveness
A
International strategy:
10
Q
A factor necessary for a firm to effectively compete in a market niche
A
Key success factor (KSF):
11
Q
Differentiated strategy emphasizing local adaptation
A
Multi-domestic strategy:
12
Q
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
A
National responsiveness:
13
Q
Strategic formulation and implementation utilizing strategies that are country-responsive and designed to protect local market niches
A
Political imperative:
14
Q
Strategic formulation and implementation utilizing strategies of total quality management to meet or exceed customers’ expectations and continuously improve products or services
A
Quality imperative:
15
Q
The process of determining an organization’s basic mission and long-term objectives, then implementing a plan of action for attaining these goals
A
Strategic management:
16
Q
The process of providing goods and services in accord with a plan of action
A
Strategy implementation:
17
Q
Integrated strategy emphasizing both global integration and local responsiveness
A
Transnational strategy:
18
Q
Any type of cooperative relationship among different firms
A
Alliance:
19
Q
A management system in which important decisions are made at the top
A
Centralization:
20
Q
Pushing decision making down the line and getting the lower-level personnel involved
A
Decentralization:
21
Q
The use of defined structures and systems in decision making, communicating, and controlling
A
Formalization:
22
Q
A business arrangement under which one party (the franchisor) allows another (the franchisee) to operate an enterprise using its trademark, logo, product line, and methods of operation in return for a fee
A
Franchise:
23
Q
A structure under which global operations are organized on a geographic rather than a product basis
A
Global area division:
24
Q
A structure that organizes worldwide operations primarily based on function and secondarily on product
A
Global functional division:
25
A structural arrangement in which domestic divisions are given worldwide responsibility for product groups
Global product division:
26
The assignment of jobs so that individuals are given a particular function to perform and tend to stay within the confines of this area
Horizontal specialization:
27
A structural arrangement that handles all international operations out of a division created for this purpose
International division structure:
28
An agreement under which two or more partners own or control a business
Joint venture (JV):
29
An agreement that allows one party to use an industrial property right in exchange for payment to the owning party
License:
30
The cross-border purchase or exchange of equity involving two or more companies
Merger/acquisition:
31
A structure that is a combination of a global product, area, or functional arrangement
Mixed organization structure:
32
An organizational characteristic that assigns individuals to specific, well-defined tasks
Specialization:
33
A multinational structural arrangement that combines elements of function, product, and geographic designs, while relying on a network arrangement to link worldwide subsidiaries
Transnational network structure:
34
The assignment of work to groups or departments where individuals are collectively responsible for performance
Vertical specialization:
35
An overseas operation that is totally owned and controlled by an MNC
Wholly owned subsidiary:
36
A type of high-risk investment in which goods or services produced are not similar to those produced at home
Conglomerate investment:
37
The seizure of businesses by a host country with little, if any, compensation to the owners
Expropriation:
38
An MNC investment in foreign operations to produce the same goods or services as those produced at home
Horizontal investment:
39
Laws that require nationals to hold a majority interest in an operation
Indigenization laws:
40
Techniques that help the overseas operation become a part of the host country’s infrastructure
Integrative techniques:
41
Analysis that reviews major political decisions likely to affect all enterprises in the country
Macro political risk analysis:
42
Analysis directed toward government policies and actions that influence selected sectors of the economy or specific foreign businesses in the country
Micro political risk analysis:
43
Government policies and procedures that directly constrain management and performance of local operations
Operational risks:
44
Government policies or actions that inhibit ownership or control of local operations
Ownership-control risks:
45
The unanticipated likelihood that a business’s foreign investment will be constrained by a host government’s policy
Political risk:
46
Lobbying, campaign financing, advocacy, and other political interventions designed to shape and influence the political decisions prior to their impact on the firm
Proactive political strategies:
47
Techniques that discourage the host government from interfering in operations
Protective and defensive techniques:
48
The use of force or violence against others to promote political or social views
Terrorism:
49
Government policies that limit the transfer of capital, payments, production, people, and technology in and out of the country
Transfer risks:
50
The production of raw materials or intermediate goods that are to be processed into final products
Vertical investment:
51
An evaluation tool used to identify individuals with the potential to be selected for or promoted to higher-level positions
Assessment center:
52
A legal system that requires workers and their managers to discuss major decisions
Codetermination:
53
The process of evaluating results in relation to plans or objectives and deciding what action, if any, to take
Controlling:
54
The process of choosing a course of action among alternatives
Decision making:
55
The use of face-to-face or personal meetings for the purpose of monitoring operations
Direct controls:
56
The process of giving individuals and teams the resources, information, and authority they need to develop ideas and effectively implement them
Empowerment:
57
A Japanese term that means “what one really wants to do”
Honne:
58
The use of reports and other written forms of communication to control operations
Indirect controls:
59
A Japanese term that means “continuous improvement”
Kaizen:
60
The amount remaining after all expenses are deducted from total revenues
Profit:
61
A group of workers who meet on a regular basis to discuss ways of improving the quality of work
Quality control circle (QCC):
62
Return measured by dividing profit by assets
Return on investment (ROI):
63
A Japanese term that means “decision making by consensus”
Ringisei:
64
A Japanese term that means “doing the right thing” according to the norm
Tatemae:
65
An organizational strategy and the accompanying techniques that result in the delivery of high-quality products or services to customers
Total quality management (TQM):
66
A theory which holds that individuals can have a need to get ahead, to attain success, and to reach objectives
Achievement motivation theory:
67
Theories that explain work motivation in terms of what arouses, energizes, or initiates employee behavior
Content theories of motivation:
68
A process theory that focuses on how motivation is affected by people’s perception of how fairly they are being treated
Equity theory:
69
Needs for power and status
Esteem needs:
70
A process theory that postulates that motivation is influenced by a person’s belief that (a) effort will lead to performance, (b) performance will lead to specific outcomes, and (c) the outcomes will be of value to the individual
Expectancy theory:
71
A determinant of motivation by which the external environment and result of the activity in the form of competition and compensation or incentive plans are of great importance
Extrinsic:
72
A process theory that focuses on how individuals go about setting goals and responding to them and the overall impact of this process on motivation
Goal-setting theory:
73
In the two-factor motivation theory, job-context variables such as salary, interpersonal relations, technical supervision, working conditions, and company policies and administration
Hygiene factors:
74
A determinant of motivation by which an individual experiences fulfillment through carrying out an activity itself and helping others
Intrinsic:
75
In work motivation, those factors internally controlled, such as responsibility, achievement, and the work itself
Job-content factors:
76
In work motivation, those factors controlled by the organization, such as conditions, hours, earnings, security, benefits, and promotions
Job-context factors:
77
A job’s content, the methods that are used on the job, and the way the job relates to other jobs in the organization
Job design:
78
A Japanese term that means “overwork” or “job burnout”
Karoshi:
79
A psychological process through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives
Motivation:
80
In the two-factor motivation theory, job-content factors such as achievement, recognition, responsibility, advancement, and the work itself
Motivators:
81
Basic physical needs for water, food, clothing, and shelter
Physiological needs:
82
Theories that explain work motivation by how employee behavior is initiated, redirected, and halted
Process theories of motivation:
83
Desires for security, stability, and the absence of pain
Safety needs:
84
Desires to reach one’s full potential, to become everything one is capable of becoming as a human being
Self-actualization needs:
85
Desires to interact and affiliate with others and to feel wanted by others
Social needs:
86
Job designs that blend personnel and technology
Sociotechnical designs:
87
A theory that identifies two sets of factors that influence job satisfaction: hygiene factors and motivators
Two-factor theory of motivation:
88
The importance of work in an individual’s life relative to other areas of interest
Work centrality:
89
The use of work-centered behavior designed to ensure task accomplishment
Authoritarian leadership:
90
Leaders who inspire and motivate employees through their charismatic traits and abilities
Charismatic leaders:
91
The process of influencing people to direct their efforts toward the achievement of some particular goal or goals
Leadership:
92
The use of both work- or task-centered and people-centered approaches to leading subordinates
Participative leadership:
93
The use of work-centered behavior coupled with a protective employee-centered concern
Paternalistic leadership:
94
A method that focuses on positive outcomes, processes, and attributes of organizations and their members
Positive organizational scholarship (POS):
95
A manager who believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work
Theory X manager:
96
A manager who believes that under the right conditions people not only will work hard but will seek increased responsibility and challenge
Theory Y manager:
97
A manager who believes that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing
Theory Z manager:
98
Individuals who exchange rewards for effort and performance and work on a “something for something” basis
Transactional leaders:
99
Leaders who are visionary agents with a sense of mission and who are capable of motivating their followers to accept new goals and new ways of doing things
Transformational leaders:
100
The creation of uncertainty and the analysis of many alternatives regarding future action
Variety amplification:
101
The limiting of uncertainty and the focusing of action on a limited number of alternatives
Variety reduction:
102
The process of evaluating how well a family is likely to stand up to the stress of overseas life
Adaptability screening:
103
An approach to developing an expatriate compensation package that ensures the expat is “made whole” and does not lose money by taking the assignment
Balance-sheet approach:
104
An approach to developing an expatriate compensation package that entails giving the individual a series of options and letting the person decide how to spend the available funds
Cafeteria approach:
105
A programmed learning technique designed to expose members of one culture to some of the basic concepts, attitudes, role perceptions, customs, and values of another culture
Cultural assimilator:
106
An MNC that stresses nationalism and often puts home-office people in charge of key international management positions
Ethnocentric MNC:
107
The belief that one’s own way of doing things is superior to that of others
Ethnocentrism:
108
Managers who live and work outside their home country. They are citizens of the country where the multinational corporation is headquartered
Expatriates:
109
An MNC that seeks to integrate diverse regions of the world through a global approach to decision making
Geocentric MNC:
110
Expatriate managers who are citizens of the country where the multinational corporation is headquartered
Home-country nationals:
111
Local managers who are hired by the MNC
Host-country nationals:
112
Individuals from a host country or third-country nationals who are assigned to work in the home country
Inpatriates:
113
Factors used to choose personnel for international assignments
International selection criteria:
114
The acquisition of skills, knowledge, and abilities that result in a relatively permanent change in behavior
Learning:
115
An approach to developing an expatriate compensation package that involves paying the expat a salary comparable to that of local nationals
Localization:
116
An approach to developing an expatriate compensation package that involves giving the expat a predetermined amount of money and letting the individual make his or her own decisions regarding how to spend it
Lump-sum method:
117
An MNC that places local nationals in key positions and allows these managers to appoint and develop their own people
Polycentric MNC:
118
The study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed, and effectively managed for performance improvement in today’s workplace
Positive organizational behavior (POB):
119
An MNC that relies on local managers from a particular geographic region to handle operations in and around that area
Regiocentric MNC:
120
An approach to developing an expatriate compensation package that involves setting a compensation system for all expats who are assigned to a particular region and paying everyone in accord with that system
Regional system:
121
The return to one’s home country from an overseas management assignment
Repatriation:
122
Agreements whereby the firm tells an individual how long she or he will be posted overseas and promises to give the individual, on return, a job that is mutually acceptable
Repatriation agreements:
123
Managers who are citizens of countries other than the country in which the MNC is headquartered or the one in which they are assigned to work by the MNC
Third-country nationals (TCNs):
124
The process of altering employee behavior and attitudes in a way that increases the probability of goal attainment
Training:
125
Strategies used to help smooth the adjustment from an overseas to a stateside assignment
Transition strategies:
126
The quality of being effective, of producing the desired results. A valid test or selection technique measures what it is intended to measure
Validity:
