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Winter 2013 > 484 Chapter 11 > Flashcards

484 Chapter 11 Flashcards

1
Q

Managerial Decision Making Process

A

involves choosing a course of action among alternatives

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2
Q

decision making processes and challenge

A

process is often linear

looping back is common

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3
Q

managerial involvement

A

depends on subsidiary structure

locus of decision making

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4
Q

Centralized MNC

A 
Large size
international markets are important
high competition
high technology
strong brand and corporate image
lower diversification
standardized product lines
lack of capable international managers
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5
Q

Decentralized MNC

A

small to medium size
international markets have low importance
moderate competition, moderate technology
weak brand, corp. image
high diversification
customized product lines
capable international managers

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6
Q

Global Business example

A

KPMG

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7
Q

Decision making philosophies country by country

A

….

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8
Q

French

A

take more time

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9
Q

Danes

A

place high value on time

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10
Q

Germans

A

focus more on productivity
quality of goods/services than on managing subordinates
CO-DETERMINATION

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11
Q

5 German Companies

A 
audi, bmw, vw
siemens, bosch
t-mobile
adidas/puma
bayer
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12
Q

Managing in Germany

A

After hours socializing is not the norm but depends on the industry and size (maybe lunch)
titles are important
very mono chronic
always use “Sie, Herr, Frau, Doktor”

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13
Q

bush tried to do this

A

give one of the German lady a massage

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14
Q

Managing in Germany

A

more risk adverse
long term orientation about the same as USA
Less relationship based
more task oriented

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15
Q

Managing in Germany

A

technical presentations
not impressed by “all show no substance”
dont like overtime
Urlaub is sacred

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16
Q

Germany vs USA Hofested

A

USA higher PDI, INDV
Germany UAI
MAS and LTO, germany is slightly higher, generally the same.

17
Q

TQM

A

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

18
Q

TQM is critical to…

A 
achieve world class competitiveness
manufacturing is primary area
19
Q

Concurrent engineering/inter functional teams

A

Designers, engineers, production, and customers work together to develop new products.
opposite of this is Linear product development.

20
Q

empowerment

A

give individuals and teams resources, information and authority needed to develop ideas and implement them

21
Q

ISO 9001 certification

A

indirectly related to TQM
international standards organization to ensure quality products and services
examine design, process control, purchasing, service, inspection, testing and training

22
Q

Kaizen

A

Continuous improvement

23
Q

Controlling

A

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

24
Q

Decision making and controlling are..

A

interlinked functions

25
Q

MNC use different methods to control overseas operations

A

direct and indirect
quantifiable and qualitative
decentralized and centralized

26
Q

MNC control problems

A

MNC and WOS have conflicting objectives
experience and ability of WOS managers not consistent
basic philosophic disagreements about objectives and policies.

27
Q

External control is needed to

A

find out what customers want and to be prepared to respond appropriately

28
Q

direct control

A

involves the use of face to face personal meetings for the purpose of monitoring operations

29
Q

indirect control

A

involve the use of reports and other qritten forms of communication to control operations at subsidiaries

30
Q

Balance sheet..

A

both GAP and host country compliant

31
Q

Great Britain

A

finincial records are complicated and emphasized
top management focuses mainly on major problem areas
control used for general guidance more than survellieance

32
Q

UK prime minister

A

David Cameron

33
Q

France

A

employ control systems closer to german than british
control used more for surveillance than guidance
process centrally administered
less sytematic and organized as german companies

34
Q

US

A

reports and performance related data are king
control in US
MNC focus on quantifiable, objective based

35
Q

Three common performance measures

A

Financial
quality
personnel

36
Q

Financial Performance

A

Profit and ROI

37
Q

Quality performance

A

often controlled through quality circles

38
Q

Personnel performance

A

judged through performance evaluation techniques.

Winter 2013 (4 decks)

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