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International Management > Final > Flashcards

Final Flashcards

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:

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2
Q

Strategy targeting low-income customers in developing countries

A

Base of the pyramid strategy:

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3
Q

Firms that engage in significant international activities a short time after being established

A

Born-global firms:

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4
Q

A worldwide strategy based on cost leadership, differentiation, and segmentation

A

Economic imperative:

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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:

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6
Q

The production and distribution of products and services of a homogeneous type and quality on a worldwide basis

A

Global integration:

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7
Q

Integrated strategy based primarily on price competition

A

Global strategy:

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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:

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9
Q

Mixed strategy combining low demand for integration and responsiveness

A

International strategy:

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10
Q

A factor necessary for a firm to effectively compete in a market niche

A

Key success factor (KSF):

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11
Q

Differentiated strategy emphasizing local adaptation

A

Multi-domestic strategy:

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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:

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13
Q

Strategic formulation and implementation utilizing strategies that are country-responsive and designed to protect local market niches

A

Political imperative:

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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:

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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:

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16
Q

The process of providing goods and services in accord with a plan of action

A

Strategy implementation:

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17
Q

Integrated strategy emphasizing both global integration and local responsiveness

A

Transnational strategy:

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18
Q

Any type of cooperative relationship among different firms

A

Alliance:

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19
Q

A management system in which important decisions are made at the top

A

Centralization:

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20
Q

Pushing decision making down the line and getting the lower-level personnel involved

A

Decentralization:

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21
Q

The use of defined structures and systems in decision making, communicating, and controlling

A

Formalization:

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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:

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23
Q

A structure under which global operations are organized on a geographic rather than a product basis

A

Global area division:

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24
Q

A structure that organizes worldwide operations primarily based on function and secondarily on product

A

Global functional division:

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25
Q

A structural arrangement in which domestic divisions are given worldwide responsibility for product groups

A

Global product division:

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26
Q

The assignment of jobs so that individuals are given a particular function to perform and tend to stay within the confines of this area

A

Horizontal specialization:

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27
Q

A structural arrangement that handles all international operations out of a division created for this purpose

A

International division structure:

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28
Q

An agreement under which two or more partners own or control a business

A

Joint venture (JV):

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29
Q

An agreement that allows one party to use an industrial property right in exchange for payment to the owning party

A

License:

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30
Q

The cross-border purchase or exchange of equity involving two or more companies

A

Merger/acquisition:

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31
Q

A structure that is a combination of a global product, area, or functional arrangement

A

Mixed organization structure:

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32
Q

An organizational characteristic that assigns individuals to specific, well-defined tasks

A

Specialization:

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33
Q

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

A

Transnational network structure:

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34
Q

The assignment of work to groups or departments where individuals are collectively responsible for performance

A

Vertical specialization:

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35
Q

An overseas operation that is totally owned and controlled by an MNC

A

Wholly owned subsidiary:

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36
Q

A type of high-risk investment in which goods or services produced are not similar to those produced at home

A

Conglomerate investment:

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37
Q

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

A

Expropriation:

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38
Q

An MNC investment in foreign operations to produce the same goods or services as those produced at home

A

Horizontal investment:

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39
Q

Laws that require nationals to hold a majority interest in an operation

A

Indigenization laws:

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40
Q

Techniques that help the overseas operation become a part of the host country’s infrastructure

A

Integrative techniques:

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41
Q

Analysis that reviews major political decisions likely to affect all enterprises in the country

A

Macro political risk analysis:

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42
Q

Analysis directed toward government policies and actions that influence selected sectors of the economy or specific foreign businesses in the country

A

Micro political risk analysis:

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43
Q

Government policies and procedures that directly constrain management and performance of local operations

A

Operational risks:

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44
Q

Government policies or actions that inhibit ownership or control of local operations

A

Ownership-control risks:

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45
Q

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

A

Political risk:

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46
Q

Lobbying, campaign financing, advocacy, and other political interventions designed to shape and influence the political decisions prior to their impact on the firm

A

Proactive political strategies:

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47
Q

Techniques that discourage the host government from interfering in operations

A

Protective and defensive techniques:

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48
Q

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

A

Terrorism:

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49
Q

Government policies that limit the transfer of capital, payments, production, people, and technology in and out of the country

A

Transfer risks:

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50
Q

The production of raw materials or intermediate goods that are to be processed into final products

A

Vertical investment:

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51
Q

An evaluation tool used to identify individuals with the potential to be selected for or promoted to higher-level positions

A

Assessment center:

52
Q

A legal system that requires workers and their managers to discuss major decisions

A

Codetermination:

53
Q

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

A

Controlling:

54
Q

The process of choosing a course of action among alternatives

A

Decision making:

55
Q

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

A

Direct controls:

56
Q

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

A

Empowerment:

57
Q

A Japanese term that means “what one really wants to do”

A

Honne:

58
Q

The use of reports and other written forms of communication to control operations

A

Indirect controls:

59
Q

A Japanese term that means “continuous improvement”

A

Kaizen:

60
Q

The amount remaining after all expenses are deducted from total revenues

A

Profit:

61
Q

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

A

Quality control circle (QCC):

62
Q

Return measured by dividing profit by assets

A

Return on investment (ROI):

63
Q

A Japanese term that means “decision making by consensus”

A

Ringisei:

64
Q

A Japanese term that means “doing the right thing” according to the norm

A

Tatemae:

65
Q

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

A

Total quality management (TQM):

66
Q

A theory which holds that individuals can have a need to get ahead, to attain success, and to reach objectives

A

Achievement motivation theory:

67
Q

Theories that explain work motivation in terms of what arouses, energizes, or initiates employee behavior

A

Content theories of motivation:

68
Q

A process theory that focuses on how motivation is affected by people’s perception of how fairly they are being treated

A

Equity theory:

69
Q

Needs for power and status

A

Esteem needs:

70
Q

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

A

Expectancy theory:

71
Q

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

A

Extrinsic:

72
Q

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

A

Goal-setting theory:

73
Q

In the two-factor motivation theory, job-context variables such as salary, interpersonal relations, technical supervision, working conditions, and company policies and administration

A

Hygiene factors:

74
Q

A determinant of motivation by which an individual experiences fulfillment through carrying out an activity itself and helping others

A

Intrinsic:

75
Q

In work motivation, those factors internally controlled, such as responsibility, achievement, and the work itself

A

Job-content factors:

76
Q

In work motivation, those factors controlled by the organization, such as conditions, hours, earnings, security, benefits, and promotions

A

Job-context factors:

77
Q

A job’s content, the methods that are used on the job, and the way the job relates to other jobs in the organization

A

Job design:

78
Q

A Japanese term that means “overwork” or “job burnout”

A

Karoshi:

79
Q

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

A

Motivation:

80
Q

In the two-factor motivation theory, job-content factors such as achievement, recognition, responsibility, advancement, and the work itself

A

Motivators:

81
Q

Basic physical needs for water, food, clothing, and shelter

A

Physiological needs:

82
Q

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

A

Process theories of motivation:

83
Q

Desires for security, stability, and the absence of pain

A

Safety needs:

84
Q

Desires to reach one’s full potential, to become everything one is capable of becoming as a human being

A

Self-actualization needs:

85
Q

Desires to interact and affiliate with others and to feel wanted by others

A

Social needs:

86
Q

Job designs that blend personnel and technology

A

Sociotechnical designs:

87
Q

A theory that identifies two sets of factors that influence job satisfaction: hygiene factors and motivators

A

Two-factor theory of motivation:

88
Q

The importance of work in an individual’s life relative to other areas of interest

A

Work centrality:

89
Q

The use of work-centered behavior designed to ensure task accomplishment

A

Authoritarian leadership:

90
Q

Leaders who inspire and motivate employees through their charismatic traits and abilities

A

Charismatic leaders:

91
Q

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

A

Leadership:

92
Q

The use of both work- or task-centered and people-centered approaches to leading subordinates

A

Participative leadership:

93
Q

The use of work-centered behavior coupled with a protective employee-centered concern

A

Paternalistic leadership:

94
Q

A method that focuses on positive outcomes, processes, and attributes of organizations and their members

A

Positive organizational scholarship (POS):

95
Q

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

A

Theory X manager:

96
Q

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

A

Theory Y manager:

97
Q

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

A

Theory Z manager:

98
Q

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

A

Transactional leaders:

99
Q

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

A

Transformational leaders:

100
Q

The creation of uncertainty and the analysis of many alternatives regarding future action

A

Variety amplification:

101
Q

The limiting of uncertainty and the focusing of action on a limited number of alternatives

A

Variety reduction:

102
Q

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

A

Adaptability screening:

103
Q

An approach to developing an expatriate compensation package that ensures the expat is “made whole” and does not lose money by taking the assignment

A

Balance-sheet approach:

104
Q

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

A

Cafeteria approach:

105
Q

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

A

Cultural assimilator:

106
Q

An MNC that stresses nationalism and often puts home-office people in charge of key international management positions

A

Ethnocentric MNC:

107
Q

The belief that one’s own way of doing things is superior to that of others

A

Ethnocentrism:

108
Q

Managers who live and work outside their home country. They are citizens of the country where the multinational corporation is headquartered

A

Expatriates:

109
Q

An MNC that seeks to integrate diverse regions of the world through a global approach to decision making

A

Geocentric MNC:

110
Q

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

A

Home-country nationals:

111
Q

Local managers who are hired by the MNC

A

Host-country nationals:

112
Q

Individuals from a host country or third-country nationals who are assigned to work in the home country

A

Inpatriates:

113
Q

Factors used to choose personnel for international assignments

A

International selection criteria:

114
Q

The acquisition of skills, knowledge, and abilities that result in a relatively permanent change in behavior

A

Learning:

115
Q

An approach to developing an expatriate compensation package that involves paying the expat a salary comparable to that of local nationals

A

Localization:

116
Q

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

A

Lump-sum method:

117
Q

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

A

Polycentric MNC:

118
Q

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

A

Positive organizational behavior (POB):

119
Q

An MNC that relies on local managers from a particular geographic region to handle operations in and around that area

A

Regiocentric MNC:

120
Q

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

A

Regional system:

121
Q

The return to one’s home country from an overseas management assignment

A

Repatriation:

122
Q

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

A

Repatriation agreements:

123
Q

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

A

Third-country nationals (TCNs):

124
Q

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

A

Training:

125
Q

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

A

Transition strategies:

126
Q

The quality of being effective, of producing the desired results. A valid test or selection technique measures what it is intended to measure

A

Validity:

International Management (2 decks)

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