MIDTERM Flashcards

Question

Mixed organization structure

Answer 1

is a combination of a global product, area, or functional arrangement.

Answer 2

is a multinational structural arrangement that combines elements of function, product, and geographic designs, while relying on a network arrangement to link worldwide subsidiaries.

Answer 3

is the use of defined structures and systems in decision-making, communicating and controlling. Some countries make greater use of formalization than others.

Answer 4

is an organizational characteristic that assigns individuals to specific, well-defined tasks.

Answer 5

is a management system under which important decisions are made at the top.

Answer 6

decision-making is pushed down the line and lower-level personnel are involved.

Answer 7

The unanticipated likelihood that a business’ foreign investment will be constrained by a host government’s policy is known as

Answer 8

An analysis that reviews major political decisions likely to affect all enterprises in the country is called a

Answer 9

An analysis directed toward government policies and actions that influence selected sectors of the economy or specific foreign businesses in the country is referred to as a

Answer 10

is the use of force or violence against others to promote political or social views

Answer 11

refers to the seizure of businesses by a host country with little, if any, compensation to the owners.

Answer 12

are laws that require that nations hold a majority interest in the operation.

Answer 13

are techniques that help the overseas operation become a part of the host country’s infrastructure.

Answer 14

are techniques that discourage the host government from interfering in operations.

Answer 15

include formal lobbying, campaign financing, seeking advocacy through embassies and consulates of the home country, and more formal public relations and public affairs activities such as grassroots campaigning and advertising.

Answer 16

process involves choosing a course of action among alternatives. How decision making is carried out in an organization is influenced by a number of factors.

Answer 17

is in place, most important decisions are made at the top

Answer 18

is in place, decisions are delegated to operating personnel.

Answer 19

is an organizational strategy and the accompanying techniques that result in the delivery of high-quality products and/or services to customers

Answer 20

which is the process of giving individuals and teams the resources, information, and authority they need to develop ideas and effectively implement them.

Answer 21

which is a Japanese term that means “continuous improvement.” Table 11-2 provides some examples of new theories on quality

Answer 22

is the process of evaluating results in relation to plans or objectives and deciding what action, if any, to take

Answer 23

refer to the use of face-to-face or personal meetings for the purpose of monitoring operations.

Answer 24

refer to the use of reports and other written forms of communication to control operations.

Answer 25

refers to the amount remaining after all expenses are deducted from total revenues.

Answer 26

refers to return measured by dividing profit by assets

Answer 27

refers to a group of workers who meet on a regular basis to discuss ways of improving the quality of work.

Answer 28

is a psychological process through which unsatisfied wants or needs lead to drives that are aimed at goals or incentives.

Answer 29

an individual experiences fulfillment through carrying out an activity itself and helping others,

Answer 30

the external environment and result of the activity in the form of competition and compensation or incentive plans, which are of great importance.

Answer 31

explain work motivation in terms of what arouses, energized, or initiates employee behavior.

Answer 32

explain work motivation by how employee behavior is initiated, redirected, and halted.

Answer 33

include food, clothing, shelter, and other basic, physical needs

Answer 34

include the desire for security, stability, and the absence of pain.

Answer 35

include the need to interact and affiliate with others and the need to feel wanted by others.

Answer 36

are the needs for power and status

Answer 37

include the desire to reach one’s full potential by becoming everything one is capable of becoming. (The recent U.S. Army ad: “Be all that you can be.”

Answer 38

refer to the job content factors which include achievement, recognition, responsibility, advancement, and the work itself.

Answer 39

refer to job context variables that include salary, interpersonal relations, technical supervision, working conditions, and company policies and administration.

Answer 40

holds that individuals can have a need to get ahead to attain success and to reach objectives. The theory is associated with the work of David McCelland.

Answer 41

focuses on how motivation is affected by people’s perception of how fairly they are being treated. If people feel they’re not being treated fairly, they’ll take actions to restore equity.

Answer 42

focuses on how individual go about setting goals and responding to them and the overall impact of this process on motivation.

Answer 43

postulates that motivation is influenced by a person’s belief that effort will lead to performance, performance will lead to specific outcomes, and that these outcomes are valued by the individual.

Answer 44

is the Japanese term for overwork or job burnout. This has become a concern in Japan, where employees have demonstrated high levels of stress caused by working too many hours.

Answer 45

is the process of influencing people to direct their efforts toward the achievement of some particular goal or goals.

Answer 46

have often been used interchangeably in the business environment, many believe that there exist clear distinctions in characteristics and behaviors between the two, adding ambiguity and confusion to an already convoluted situation. Table 13-1 provides a comparison of perceived differences between leadership and management.

Answer 47

believes that people are basically lazy and that coercion and threats of punishment often are necessary to get them to work.

Answer 48

believes that under the right conditions people not only will work hard but will seek increased responsibility and challenge.

Answer 49

believes that workers seek opportunities to participate in management and are motivated by teamwork and responsibility sharing.

Answer 50

is the use of work-centered behavior designed to ensure task accomplishment.

Answer 51

is the use of work-centered behavior coupled with a protective employee-centered concern.

Answer 52

is the use of both a work and task-centered approach to leading subordinates.

Answer 53

is the creation of uncertainty and the analysis of many alternatives regarding future action, and is characteristic of Japanese leadership.

Answer 54

is the limiting of uncertainty and the focusing of action on a limited number of alternatives, and is characteristic of U.S. leadership.

Answer 55

inspire and motivate employees through their charismatic traits and abilities.

Answer 56

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.

Answer 57

exchange rewards for effort and performance and work on a “something for something” basis.

Answer 58

What makes a leader authentic? An interpretation by Shamir and Eilam suggested that authentic leaders have four distinct characteristics: • authentic leaders do not fake their actions • authentic leaders are driven from internal forces, not external rewards • authentic leaders are unique and guide based on personal beliefs, not others’ orders • authentic leaders act based on individual passion and values

Answer 59

are expatriate managers who are citizens of the country where the multinational corporation is headquartered.

Answer 60

are managers who live and work away from their home-country. They are citizens of the country where the multinational corporation is headquartered

Answer 61

are local managers who are hired by the MNC. Governments sometimes require the use of host country nationals.

Answer 62

are citizens of countries other than the one in which the MNC is headquartered or the one in which the managers are assigned to work by the MNC.

Answer 63

are individuals from a host-country or a third-country national who are assigned to work in the home-country.

Answer 64

is the process of evaluating how well a family is likely to stand up to the stress of overseas life.

Answer 65

refers to the return to one’s home-country from an overseas management assignment.

Answer 66

are used to help smooth the adjustment from an overseas to a stateside assignment.

Answer 67

tell the individual how long she or he will be posted overseas and promises to give the individuals, on return, a job that is mutually acceptable

Answer 68

is the process of altering employee behavior and attitudes in a way that increases the probability of goal attainment.

Answer 69

stresses nationalism and often puts home office people in charge of key international management positions.

Answer 70

places local nationals in key positions and allows these managers to appoint and develop their own people.

Answer 71

relies on local managers from a particular geographic region to handle operation in and around that area.

Answer 72

seeks to integrate diverse regions of the world through a global approach to decision-making.

Answer 73

is the acquisition of skills, knowledge, and abilities that results in a relatively permanent change in behavior.

Answer 74

which is the belief that one’s own way of doing things is superior to that of others.

MIDTERM Flashcards

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