McqMate
These multiple-choice questions (MCQs) are designed to enhance your knowledge and understanding in the following areas: Master of Business Administration (MBA) .
Chapters
| 1. |
The international division is established: |
| A. | In the corporate headquarters of the firm |
| B. | At the regional headquarter. |
| C. | Under marketing department. |
| D. | Mostly at the corporate headquarters of the firm, but can be at a foreign centre also. |
| Answer» D. Mostly at the corporate headquarters of the firm, but can be at a foreign centre also. | |
| 2. |
Global area structure is suitable for firms: |
| A. | Narrow product line. |
| B. | Wider product line |
| C. | Narrow product line not transferable across regions. |
| D. | none |
| Answer» D. none | |
| 3. |
Duplication of staff groups results in: |
| A. | International division structure. |
| B. | Global product division structure. |
| C. | Global matrix structure. |
| D. | none |
| Answer» B. Global product division structure. | |
| 4. |
Most complex of international organization structures is : |
| A. | Global matrix structure. |
| B. | Global functional structure |
| C. | Transnational network structure. |
| D. | none |
| Answer» C. Transnational network structure. | |
| 5. |
Posting of home country nationals for all key management positions throughout the globe is supported by: |
| A. | Geocentric staffing model. |
| B. | Polycentric staffing model. |
| C. | Ethnocentric staffing model. |
| D. | none |
| Answer» C. Ethnocentric staffing model. | |
| 6. |
The following is not considered as an acceptable motivation for foreign assignments: |
| A. | Desire for adventure. |
| B. | Desire to increase chances of promotion. |
| C. | Escape from boredom of present assignment. |
| D. | none |
| Answer» C. Escape from boredom of present assignment. | |
| 7. |
It was recognized in the 1990s that physical assets are not the only thing that needs to be included in the valuation of a firm. In Europe, firms also included a supplement detailing the: |
| A. | Goodwill |
| B. | Intellectual capital |
| C. | Brand reputation |
| D. | Knowledge |
| Answer» B. Intellectual capital | |
| 8. |
A graph showing a rise in demand over a number of years can be described as: |
| A. | Raw data |
| B. | Information |
| C. | Narrative |
| D. | Knowledge |
| Answer» B. Information | |
| 9. |
Something that you learn to do by practicing rather than from reading a manual is knownas: |
| A. | Explicit knowledge |
| B. | Codified knowledge |
| C. | Embodied knowledge |
| D. | Symbolic knowledge |
| Answer» C. Embodied knowledge | |
| 10. |
Knowledge that is known to a specific set of people who understand what particular references mean, whereas people outside of that group don't know what they mean is known as: |
| A. | Clique knowledge |
| B. | Elite knowledge |
| C. | Cultural knowledge |
| D. | Symbolic knowledge |
| Answer» D. Symbolic knowledge | |
| 11. |
Organizations that are good at developing relevant capabilities to respond to a changing context are known as: |
| A. | Knowing organizations |
| B. | Stretch organizations |
| C. | Learning organizations |
| D. | Absorptive organizations |
| Answer» C. Learning organizations | |
| 12. |
An organization adjusts its pricing in response to falling customer demand. This is an example of which type of learning? |
| A. | Single-loop learning |
| B. | Double-loop learning |
| C. | Surface learning |
| D. | Deep learning |
| Answer» A. Single-loop learning | |
| 13. |
Which of the following attributes is NOT seen as being necessary for an organization to become a 'learning organization'? |
| A. | Cultural diversity |
| B. | Top management commitment |
| C. | Openness to new ideas |
| D. | Willingness to experiment and risk making mistakes |
| Answer» A. Cultural diversity | |
| 14. |
One of the traps into which organizations can fall with respect to organizational learning is that they misread the reasons for success or failure. This trap is known as: |
| A. | Causal ambiguity |
| B. | Superstitious learning |
| C. | Surface learning |
| D. | Mistaken attribution learning |
| Answer» B. Superstitious learning | |
| 15. |
Knowledge management is concerned with the emergence, storage and_________ of knowledge. |
| A. | Trade |
| B. | Transfer |
| C. | Translation |
| D. | Transcription |
| Answer» B. Transfer | |
| 16. |
One of the main problems with explicit knowledge is that: |
| A. | It is difficult to transfer |
| B. | It is easier to obtain it |
| C. | It is not fluid |
| D. | It inhibits further learning |
| Answer» B. It is easier to obtain it | |
| 17. |
A holding company is: |
| A. | An organization with a balanced portfolio of individual businesses |
| B. | A decentralized organization with a small head office that organizes finance for the subsidiaries |
| C. | A centralized organization with a small head office that helps subsidiaries develop and finance their strategies |
| D. | A decentralized organization with a large head office that offers a broad range of advice and services to subsidiaries |
| Answer» B. A decentralized organization with a small head office that organizes finance for the subsidiaries | |
| 18. |
A firm has a functional director for six areas and an area director for three functions. There, taff at each area/function will be reporting to 2 bosses. This firm has which type of structure? |
| A. | Project structure |
| B. | Matrix structure |
| C. | Divisionalized structure |
| D. | Front-back structure |
| Answer» B. Matrix structure | |
| 19. |
An organization structure that is in the main a functional or divisional structure but also includes project teams to deal with specific issues is called: |
| A. | An M-form structure |
| B. | A front-back structure |
| C. | A networked structure |
| D. | A hybrid structure |
| Answer» D. A hybrid structure | |
| 20. |
An organization that divides its structure into two main parts - one dealing with product groups and one dealing with customer segments is called: |
| A. | A front-back structure |
| B. | A product-customer structure |
| C. | A back to back structure |
| D. | A matrix structure |
| Answer» A. A front-back structure | |
| 21. |
The essential question that a corporate parent needs to ask is: |
| A. | Does it add value to its individual businesses |
| B. | How does it achieve a balanced portfolio |
| C. | How does it achieve synergies across business units |
| D. | How related should its business units be |
| Answer» A. Does it add value to its individual businesses | |
| 22. |
A corporate parent can offer an individual business a number of 'propositions'. These are build propositions, stretch propositions, link propositions, select propositions and: |
| A. | Lend propositions |
| B. | Locate propositions |
| C. | Leverage propositions |
| D. | Leap propositions |
| Answer» C. Leverage propositions | |
| 23. |
The parenting style 'financial control' will tend to be most suitable in which type of portfolio? |
| A. | A broad portfolio of fast growing businesses |
| B. | Stable businesses with low investment needs |
| C. | A narrow portfolio of closely related businesses |
| D. | A rapidly changing business environment |
| Answer» B. Stable businesses with low investment needs | |
| 24. |
Which type of corporate parenting style has the closest relationship with its individual businesses? |
| A. | Co-evolution |
| B. | Corporate flexibility |
| C. | Strategic Control |
| D. | Strategic planning |
| Answer» D. Strategic planning | |
| 25. |
What is the main reason why organizations enter alliances? |
| A. | To find out how the other organization works, and copy it |
| B. | To obtain synergies between other organizations' resources and their own |
| C. | To increase their capacity to learn |
| D. | Because they have not enough cash to acquire the other organization |
| Answer» B. To obtain synergies between other organizations' resources and their own | |
| 26. |
Which of the following is NOT an important element to look for when selecting an alliance partner? |
| A. | Very similar culture and resources |
| B. | Compatible expectations and objectives |
| C. | They should have as much to lose as you do if the alliance fails |
| D. | Resources that complement your own |
| Answer» A. Very similar culture and resources | |
| 27. |
When there is a fit between the goals of the organization and the goals of individuals, this is known as: |
| A. | Goal fit |
| B. | Goal congruence |
| C. | Goal hierarchy fit |
| D. | Goal coordination |
| Answer» B. Goal congruence | |
| 28. |
Which of the following is correct? |
| A. | An organization's structure would be expected to evolve as it grew larger and more diverse |
| B. | Every organization starts out with a simple structure, then moves to a functional structure before becoming divisionalized |
| C. | Network structures are superior to functional ones |
| D. | Organizational performance will suffer if the structure is not stable |
| Answer» A. An organization's structure would be expected to evolve as it grew larger and more diverse | |
| 29. |
The shape or format of reporting and decision making relationships can be defined as the organizational: |
| A. | Span of control |
| B. | Architecture |
| C. | Hierarchy |
| D. | Chain of command |
| Answer» C. Hierarchy | |
| 30. |
The main components of an organization's architecture are structural hierarchy, values and belief systems, contracts and relationships and (two more): |
| A. | Control systems and ways of working |
| B. | Information infrastructure and power structures |
| C. | Control systems and power structures |
| D. | Control systems and information infrastructure |
| Answer» D. Control systems and information infrastructure | |
| 31. |
A 'vertical architecture' is one which: |
| A. | Has a tall hierarchy |
| B. | Has many layers of management |
| C. | Extends beyond the boundaries of legal ownership |
| D. | Is very bureaucratic |
| Answer» C. Extends beyond the boundaries of legal ownership | |
| 32. |
Organizational structures and systems can be judged using five dimensions (ABCDE) to assess whether they are achieving an appropriate balance. These five dimensions are Autonomy, Bureaucracy, Cultural Control, Decentralization and: |
| A. | Equal Opportunities |
| B. | Economic Incentives |
| C. | Equality and Diversity |
| D. | Evidence of Learning |
| Answer» B. Economic Incentives | |
| 33. |
Employees who work in an autonomous fashion are: |
| A. | Given freedom to make decisions |
| B. | Closely monitored |
| C. | Heavily influenced by organizational culture |
| D. | Motivated by non-financial rewards |
| Answer» A. Given freedom to make decisions | |
| 34. |
Bureaucracy is sometimes seen as a negative thing but it has some benefits for organizations. Which of the following is NOT a benefit of bureaucracy? |
| A. | It can make information easier to share |
| B. | It can reduce errors |
| C. | It can increase organizational flexibility |
| D. | It can ensure that stakeholders are treated consistently |
| Answer» C. It can increase organizational flexibility | |
| 35. |
Successful business relationships tend to: |
| A. | Combine relational contracts - to build trust in the long term - with transactional contracts to cover specific situations |
| B. | Depend upon tightly written legal contracts that take account of every potential problem or issue |
| C. | Rely upon firms being able to trust their employees and partners |
| D. | Be treated as finite games that both partners know will end sooner or later |
| Answer» A. Combine relational contracts - to build trust in the long term - with transactional contracts to cover specific situations | |
| 36. |
Goffee and Jones use two variables to classify organizational cultures. These are: |
| A. | Sociability and Synergy |
| B. | Cohesion and Synergy |
| C. | Sociability and Solidarity |
| D. | Solidarity and Cohesion |
| Answer» C. Sociability and Solidarity | |
| 37. |
Hyperglobalization is a process of globalization which — |
| A. | emphasizes the rise of regionalism |
| B. | emphasizes the rise of nation states |
| C. | emphasizes the rise of the TNC and decline of the nation state |
| D. | emphasizes the decline of the TNC |
| Answer» C. emphasizes the rise of the TNC and decline of the nation state | |
| 38. |
Economic globalization is characterized by — |
| A. | rise of regionalism |
| B. | international migration |
| C. | cross-cultural flows of ideas |
| D. | international trade and investment flows |
| Answer» D. international trade and investment flows | |
| 39. |
Cultural homogeneity refers to — |
| A. | cross-cultural movements |
| B. | inter-cultural movements |
| C. | adaptation to the local culture |
| D. | cultural uniformity |
| Answer» D. cultural uniformity | |
| 40. |
The process of glocalization is — |
| A. | emphasis on local culture |
| B. | the use of regional symbols |
| C. | an amalgamation of the global and the local |
| D. | emphasis on global culture |
| Answer» C. an amalgamation of the global and the local | |
| 41. |
Political globalization is the process of — |
| A. | changes in the rules and structures of global governance |
| B. | rise of the WTO |
| C. | change in political systems |
| D. | emergence of a political ideology |
| Answer» A. changes in the rules and structures of global governance | |
| 42. |
South–South co-operation means — |
| A. | the flow of resources from one developing country to another |
| B. | increasing diplomatic relations among emerging economies |
| C. | increasing investment between developing countries |
| D. | rising trade between countries |
| Answer» A. the flow of resources from one developing country to another | |
| 43. |
International orientation refers to — |
| A. | a gradual process of internationalization |
| B. | a firm’s modes of entry into international business |
| C. | an attitude or strategic predisposition of a TNC towards internationalization |
| D. | the stage theory of internationalization |
| Answer» C. an attitude or strategic predisposition of a TNC towards internationalization | |
| 44. |
Ethnocentric orientation is a predisposition towards — |
| A. | regionalism |
| B. | the home country |
| C. | the global economy |
| D. | geographically proximate regions |
| Answer» B. the home country | |
| 45. |
Pull factors refer to — |
| A. | offensive motives of internationalization |
| B. | strategic motivation |
| C. | market motives of internationalization |
| D. | resource-seeking motives |
| Answer» A. offensive motives of internationalization | |
| 46. |
Business entities engaged in international business activity are commonly known as- |
| A. | NGOs |
| B. | EOUs |
| C. | State-trading corporations |
| D. | TNCs |
| Answer» D. TNCs | |
| 47. |
Credits transferable by original beneficiary in favor of secondary beneficiary areknown as |
| A. | Deferred credits |
| B. | Transit credits |
| C. | Installment credits |
| D. | Transferable credits |
| Answer» A. Deferred credits | |
| 48. |
When the exporter, expects the importer, to make the payment immediately upon the draft being presented to him is called. |
| A. | Sight Draft. |
| B. | Usance Draft |
| C. | Demand draft |
| D. | Pay Note |
| Answer» A. Sight Draft. | |
| 49. |
The basic objective of export Promotion Council is to promote and develop the Exports of the |
| A. | Particular products of country |
| B. | Only attractive projects of the country |
| C. | Only services industry products of the country |
| D. | none |
| Answer» A. Particular products of country | |
| 50. |
Ethical issues concerning business and public sector organizations exist at three levels: |
| A. | Macro; Corporate; Individual. |
| B. | Corporate; Business; Functional. |
| C. | Corporate; Functional; Individual. |
| D. | Business; Family; Individual. |
| Answer» A. Macro; Corporate; Individual. | |
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