Global MKTG CH. 17

Which of the following does not contribute to the establishment of an international division? A) An organizational unit should be headed by a committed senior manager. B) Complexity of international operations to make its own decisions. C) Recognition of the need for internal specialists. D) A lack of desire by management to scan the globe for opportunities and threats. E) Assembling a staff that will take the responsibility to coordinate.

d

According to David Whitwam, former CEO of Whirlpool, one must create an organization whose people are: A) adept at exchanging ideas, processes, and symptoms. B) absolutely free of the "not-invented here" syndrome. C) constantly working together to identify best global opportunities. D) working together to solve the biggest global problems. E) able to adapt to systems across borders.

a

Brazilian Carlos Ghosn is chief executive of: A) Nissan Motor (Japan). B) Pearson PLC (Great Britain). C) Ford Motor Company (USA). D) Pharmacia Corporation (USA). E) Atlas Copco AB (Sweden).

a

Concepts such as "assembler value chains" and "downstream value chains" are associated with: A) lean production. B) the matrix structure. C) polycentric organizational designs. D) the global marketing audit. E) traditional assembly designs.

a

The ability to speak foreign languages is one difference between managers born and raised in the United States and those born and raised elsewhere. Which of the following is true and reflects this statement? A) There are 200 million Chinese children studying English. B) There are 24 million American children studying Chinese. C) There are 200 million Indian children studying Chinese. D) Chinese managers study English as much as Chinese. E) There are equal numbers of American and Chinese children studying English.

a

Which form of organization design is capable of integrating geographic knowledge, product knowledge, functional competencies, and customer knowledge? A) matrix structure B) international division structure C) geographic structure D) worldwide product division structure E) regional management center

a

As a company's initial international business involvement becomes too much for a single manager or export department to handle, the next step is typically to establish a(n): A) matrix structure. B) international division structure. C) geographic structure. D) worldwide product division structure. E) regional management center.

b

Having established that the matrix organizational structure is appropriate, management can expect to integrate the following competency on a worldwide basis: A) geographic knowledge. B) product knowledge and know-how. C) functional competence in finance, production and marketing. D) knowledge of customer or industry and its needs. E) All of the above are competencies.

b

In today's dynamic global competitive environment, organizations need to develop new forms of: A) ethnocentrism and myopia. B) flexibility, efficiency, and responsiveness. C) export department structure. D) self-reference criterion. E) geographic structure.

b

Indra K. Nooyi is chief executive of: A) Nissan Motor (Japan). B) PepsiCo (USA). C) Ford Motor Company (USA). D) Pharmacia Corporation (USA). E) Atlas Copco AB (Sweden).

b

Inge G. Thulin is chief executive of: A) Nissan Motor (Japan). B) 3M (USA). C) Ford Motor Company (USA). D) Pharmacia Corporation (USA). E) Atlas Copco AB (Sweden).

b

One of the potential drawbacks of a regional management center is that: A) pan-regional coordination efforts can suffer. B) the cost can be prohibitive. C) the company may lose its "insider" advantage. D) regional management may take a one-sided approach when implementing corporate objectives. E) there is a lack of coordinated decision making.

b

Secondary stakeholders include all of the following except: A) media. B) employees. C) local community groups. D) nongovernmental organizations. E) general business community.

b

Sony's Blu-ray DVD format has gained widespread acceptance. Sony, Sharp, Panasonic, and other Japanese manufacturers are all experiencing ________ sales of traditional electronics products. A) increasing B) declining C) improving D) horizontal E) vertical

b

Under the geographical and product division structures, for the company with French origins, France is: A) the headquarter country market. B) simply another geographic market. C) a special unit of the European market. D) a divisional market in Europe. E) a product market in European Union.

b

When an organization assigns regional or worldwide product responsibility to its product divisions, there are several advantages except: A) manufacturing standardization can occur. B) products can be tailored to local market needs. C) can result in significant economies. D) can result in saving development costs. E) can help in integrating operations.

b

Which global marketing expert recommends an organization design based on a "global superstructure" that views the world in terms of 30 regions? A) Paul Krugman B) Kenichi Ohmae C) Tom Peters D) Michael Porter E) Kazuo Inamori

b

Which of the following has an American woman as the chief executive? A) Nissan Motor (Japan) B) PepsiCo (USA) C) Ford Motor Company (USA) D) Pharmacia Corporation (USA) E) Atlas Copco AB (Sweden)

b

According to Prahalad and Hamel, a core competence has all of the following characteristics except: A) potential access to a wide variety of markets. B) a significant contribution to perceived customer benefits. C) it is easy for competitors to imitate. D) benefits to customers. E) it is difficult for competitors to imitate.

c

An important leadership task involves articulating all of the following points except: A) beliefs. B) values. C) status. D) policies. E) activities.

c

In addition to "selling" their vision, top management at both Whirlpool and GE face the formidable task of building: A) their company stature. B) physical layout and design. C) a cadre of globally oriented managers. D) a cadre of loyal customers. E) access to distribution channels.

c

Management experts often use terms like ________ to describe an organization in which autonomous business units operate with their own agendas and a minimum of horizontal interdependence. A) sprinklers B) fountains C) chimneys D) skyscrapers E) towers

c

Which of the following assumptions does not belong in a list of characteristics of lean production? A) labor is more costly than machines B) set up time can be reduced C) minimize inventory to cut costs and wastage D) maximize backwards integration E) inspection to prevent defective production

d

Which of the following does not belong in a list of mass production in an automobile company such as Ford? A) changing value chains B) use of the moving assembly line C) organized production machinery D) outsourcing from supplier specialists E) making each worker productive

d

A company with headquarters in Europe and operational units in Canada, the United States, and Mexico would be well advised to consider establishing a(n): A) matrix structure. B) international division structure. C) geographic structure. D) worldwide product division structure. E) regional management center.

e

A company with headquarters in the United States and operational units in the Netherlands, France, Italy, and Spain would be well advised to consider establishing a(n): A) matrix structure. B) international division structure. C) geographic structure. D) worldwide product division structure. E) regional management center.

e

All of the following statements regarding Starbucks are true except: A) Starbucks offers health benefits to company employees. B) Starbucks partners can take part in Starbucks' stock option plan. C) Starbucks has the opportunity to be a different global company. D) Starbucks is a profitable company. E) Shareholders consider Starbucks' stock to be risky investment.

e

Hershey rolled out a new line of condensed-milk candies, named Yo-man, specifically targeting the premium candy segment in: A) India. B) Mexico. C) Japan. D) South Korea. E) China.

e

In a socially responsible firm, employees perform all of the following except: A) conduct business in an ethical manner. B) pursue goals and policies that are in society's best interest. C) use moral principles as guidelines. D) distinguish between right and wrong. E) develop their own core ideologies.

e

In contrast to the lean producers, U.S. mass producers typically maintain operations that involve all of the following except: A) less mechanization. B) greater labor direct content. C) divide employees with no overlap. D) limited quality control. E) employee teamwork

e

In developing countries, globalization's opponents accuse companies of: A) undermining local cultures. B) placing intellectual property rights ahead of human rights. C) promoting unhealthy diets and unsafe food technologies. D) pursuing unsustainable consumption. E) all of the above

e

In the fast changing, competitive environment, new global realities are emerging, which include all of the following needs except: A) to be cost effective. B) to be customer driven. C) to deliver best quality. D) to deliver quickly. E) to deliver success.

e

Nike came under fire from critics who alleged poor working conditions in the factories that make the company's athletic shoes. This is an example of the demand for: A) labor unions. B) equal opportunity employment. C) higher wages. D) standards for working conditions. E) corporate social responsibility.

e

The differences between lean producers and U.S. mass producers is in the way they deal with all of the following groups except: A) dealers. B) distributors. C) customers. D) suppliers. E) managers.

e

Which of the following is not the way U.S. auto mass producers operate? A) greater labor content B) less mechanization C) less flexible mechanization D) divide employees in discrete specialties E) lack of employee teamwork

e

Which of the following is the best organization structure for global marketing? A) international division structure B) matrix C) geographic structure D) worldwide product division structure E) There is no single "best" structure.

e

The organization design in which an employee reports to both a country manager and a functional manager is a(n): A) matrix structure. B) international division structure. C) geographic structure. D) worldwide product division structure. E) regional management center.

a

Organizations vary in terms of the size and potential of targeted global markets and local management competence in different country markets. Considering different factors and facts related to the constellation of pressures, which of the following statements is not accurate? A) Conflicting pressures may arise from the need for product and technology. B) No two organizations pass through similar stages. C) No two organizations arrive at precisely the same organizational pattern. D) Some patterns are common among different organizations. E) Conflicting pressures may arise from the need for better organization.

c

Organizations, in order to be globally successful, must be viewed as portfolio of: A) activities. B) businesses. C) competencies. D) products. E) policies.

c

Primary stakeholders include all of the following except: A) top management. B) employees. C) media. D) suppliers. E) customers.

c

The advantages that a regional management center can offer include all of the following except: A) pan-regional decision making. B) coordinated regional planning. C) considerable cost saving. D) coordinated control. E) coordinated decision making.

c

When Brazilian Carlos Ghosn was installed as chief executive, he introduced two new words into Nissan's lexicon: A) beliefs and values. B) values and activities. C) speed and commitment. D) policies and speed. E) activities and commitment.

c

Which of the following does not describe the Toyota Production System (TPS)? A) jidoka B) "just-in-time" C) fixed setup time D) built-in quality E) visualizing problems

c

Yong Nam, CEO of LG, recently stipulated that English would be required throughout the company. His reasons for this action included all of the following statements except: A) the need to have seamless communication. B) not to depend on a small group of people. C) impede information sharing. D) facilitate decision making. E) utilizing everybody's wisdom.

c

According to Carly Fiorina, former CEO of Hewlett-Packard, leadership is about: A) hierarchy. B) title. C) status. D) connecting. E) bragging.

d

Boeing has reorganized its commercial transport design and manufacturing engineers from functional lines into a matrix organization. This new design is expected to have all of the following benefits except: A) lower costs and quick updates. B) facilitate problem solving. C) unite engineering and manufacturing processes. D) provide customer contacts. E) enhance product consistency.

d

Employee ability is emphasized in a lean production environment. Before being hired, people seeking jobs with Toyota participate in the Day of Work, an assessment test to determine who has the right mix of qualities. These qualities include all of the following except: A) dexterity. B) team attitude. C) problem solving. D) decision making. E) team work.

d

Howard Stringer, a native of the United Kingdom, is Chairman of: A) Nissan Motor (Japan). B) Pearson PLC (Great Britain). C) Ford Motor Company (USA). D) Sony (Japan). E) Atlas Copco AB (Sweden).

d

Joseph Tripodi is Chief Marketing and Commercial Officer of: A) Gap (United States). B) Levi's (United States). C) L'Oreal (France). D) Coca-Cola (United States). E) SAP AG (Germany).

d

Lessons that are learned from Starbucks' company's cooperation with NGOs include all of the following except: A) don't wait for a crisis to collaborate. B) recognize that collaboration involves some compromise. C) think strategically about relationships with NGOs. D) appreciate the value of the NGOs dependence. E) understand that building relationships with NGOs takes time.

d

The key to successful matrix management is ensuring that managers are able to: A) adopt a matrix design. B) adhere to matrix structure. C) maintain technical systems. D) resolve conflicts and achieve integration. E) preserve existing organizational culture.

d

The universal concerns for global companies established by the United Nations Global Compact consist of the following three dimensions: A) factor conditions, demand conditions, industry conditions. B) human rights, animal rights, and the environment. C) content domain, human conditions and animal rights. D) human rights, labor, and the environment. E) content domains, animal rights, and labor.

d

Which global company has dissolved its matrix structure in order to achieve "greater speed and efficiency by further focusing and flattening the organization"? A) Whirlpool B) Levi Strauss C) Pearson PLC D) ABB E) Gillette

d