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Chapter4ManaginginaGlobalEnvironmentWHATSYOURGLOBALPERSPECTIVEInaglobalmarketplace.theentireworldisamarketplacenationalbordersareirrelevantthepotentialfororganizationstogrowexpandsdramaticallyalloftheaboved;moderate;p.90;AACSB:GlobalizationsTosucceedinaglobalmarketplacemanagersmust.constantlydevelopnewstrategiestomaintaintheirparochialviewsexpectcompetitorstosuddenlyappearatanytimefromanyplaceimplementonlythebestpracticesoftheirhomecountriesdownplaytheeffectofthevaluesandcustomsofotherculturesb;difficult;p.90;AACSB:GlobalizationsOnereasonforparochialismintheUnitedStatesisthatAmericanstendtostudyinschool.onlyEnglishonlytwolanguagesEnglishandFrenchEnglishandSpanisha;easy;p.91;AACSB:GlobalizationsWhichofthefollowingdescribesthecurrentstateoftheworlduseoflanguagesGermansandItaliansunlikeotherEuropeansonlyspeaktheirnativelanguage.Americanstendtostudymanyotherlanguagesinschool.Morethan75percentofallprimaryschoolchildreninChinanowleamEnglish.AmericanstendtothinkofEnglishastheonlyinternationalbusinesslanguage.d;moderate;p.91;AACSB:GlobalizationsEthnocentricviewsconcentrateontheir.homecountryhostcountryworldorientationracialorientationa;easy;p.92;AACSB:GlobalizationsParochialismis.a.acceptanceofdiversepointsofviewc;easy;p.98;AACSB:GlobalizationsInanattempttobemoreaggressiveacompanymightexportandimportmore.Thesestepsusuallyrequire.minimalinvestmentandminimalriskconductingbusinessinapolycentricmannertheestablishmentofstrategicalliancesabnormaloperationsforageocentricorganizationa;easy;p.99;AACSB:GlobalizationsFranchisingisprimarilyusedby.politicalorganizationsmanufacturingorganizationsserviceorganizationslegalorganizationsc;moderate;p.99;AACSB:GlobalizationsInthelaterstagesofdoingbusinessgloballyifanorganizationisreadytomakeamoredirectinvestmentitmightutilize.foreignsubsidiariesstrategicalliancesjointventuresalloftheaboved;moderate;pp.99-100;AACSB:GlobalizationsAninternationalcompanyismostlikelytodevelopforeignsubsidiaries.beforeitdevelopslicensingagreementsbeforeitdevelopsfranchisingagreementsbeforeitbeginsimportingandexportingafteritestablishesstrategicalliancesd;moderate;p.100;AACSB:GlobalizationsTheprocessofmakingproductsdomesticallyandsellingthemabroadisknownas.exportingimportingfranchisingjointventuresa;moderate;p.99;AACSB:GlobalizationsWhichofthefollowingisusuallyfoundinthefinalstageofanorganizationsglobalevolutionexportingitsproductstoothercountriescross-cullurallytrainingitsmanagersestablishingstrategicallianceswithpartnerslicensinganotherfirmtouseitsbrandnamec;moderate;p.99;AACSB:GlobalizationsJointventuresarcatypeof.licensefranchiseforeignsubsidiarystrategicallianced;moderate;p.99;AACSB:GlobalizationsForeignsubsidiariesareusuallymanaged.throughlocalcontrolonlythroughcentralizedcontrolonlythroughlocalorcentralizedcontrolnoneoftheabovec;easy;p.100;AACSB:GlobalizationsAdomesticfirmandaforeignfirmsharingthecostofdevelopingnewproductsorbuildingproductionfacilitiesinaforeigncountryiscalleda.franchisingagreementjointventureforeignsubsidiarybrokeringagreementb;moderate;p.99;AACSB:GlobalizationsWhichofthefollowingwouldmostlikelyoccurlastinanorganizationsglobalevolutioncross-culturaltrainingofthecompanysmanagerssendingdomesticemployeesonregularforeignbusinesstripshiringforeignbrokerstorepresenttheorganizationsproductlinecreatingajointventurewithsuppliersaroundtheglobed;moderate;p.99;AACSB:Globalizationsprescntsthegreatestriskoanorganizationgoinginternational.JointventuresStrategicalliancesLicensingForeignsubsidiariesd;difficult;p.99;AACSB:GlobalizationsMANAGINGINAGLOBALENVIRONMENTWhichofthefollowingisnotconsideredtobeoneofthethreemajorareasofsignificantchallengeforanAmericanmanagerworkinginaforeigncountrylegalenvironmenteconomicenvironmentculturalenvironmentreligiousenvironmentd;dimcult;pp.101-103;AACSB:JlobalizationsFromaneconomicstandpointathreattotheglobalmanageris.widelyfluctuatinginflationratesinforeigncountriesmarginalrevenuesexceedingmarginalcostsastableexchangeratebetweencurrenciesinvariouscountriesalloftheabovea;moderate;p.102;AACSB:GlobalizationsComparedtomanyothercountriestheU.S.legal-politicalenvironmentisconsideredradicalstableunstablefixedb;moderate;p.101;AACSB:GlobalizationsComparedtomanyothercountrieschangestotheU.S.legal-politicalenvironmentareconsidered.veryfastandeffectivefasthutnotefficientradicalslowd;moderate;p.101;AACSB:GlobalizationsThereasonthatanationsculturaldiilcrcnccsarcthemostdifficulttogaininformationaboutisbecause.peopletendtobesensitiveabouttheirowncultureprovidingthisinformationtoforeignorganizationsreducesacompetitivebusinessadvantagec.thereislittlewrittenontheissue”nalives“areleastcapableofexplainingtheuniquecharacteristicsoftheirowncultured;difficult;p.104;AACSB:GlobalizationsWhichofthefollowingdevelopedavaluableframeworktohelpmanagersbetterunderstanddifferencesbetweennationalculturesMiltonFriedmanMichaelPorterGeertHofstedeAbrahamMaslowc;moderate;p.104;AACSB:rlobalizationsisaculturaldimensioninwhichpeopleexpectothersintheirgrouptolookafterthemandprotectthemwhentheyarcintrouble.PowerdistanceCollectivismAchievementUncertaintyavoidanceb;easy;p.105;AACSB:GlobalizationsWhichofthefollowingwouldyoufindinacountrywithahighpowerdistanceSocietyacceptsnarrowdifferencesinorganizations.Titlecarrieslittlepowerbutstatuspowerishigh.Thereislittlerespectforthoseinauthority.Titlesrankandstatuscarryalotofweight.d;moderate;p.105;AACSB:GlobalizationsTheGLOBEframeworkassesseshowmanyculturaldimensionsfivesixninetwelvec;moderate;p.106;AACSB:Globalizationsisaculturalmeasureofthedegreetowhichpeoplewilltolerateriskandunconventionalbehavior.PowerdistanceUncertaintyavoidanceAchievementNurturingb;easy;p.105;AACSB:GlobalizationsOrganizationsinwhichofthefollowingculturesarelikelytohaveformalrulesandlittletoleranceforunusualideasandbehaviorshighpowerdistancelowpowerdistancehighuncertainlyavoidancelowuncertaintyavoidancec;easy;p.105;AACSB:GlobalizationsInasocietywithahighlyculturestrongvalueisplacedonrelationshipsandconcernforothers.collectivistachievement-orientednurturinguncertaintyavoidantc;moderate;p.105;AACSB:Globalizationsisanationalcultureattributedescribingtheextenttowhichsocietalvaluesarccharacterizedbyassertivenessandmaterialism.PowerdistanceUncertaintyavoidanceAchievementorientationLong-termorientationc;moderate;p.105;AACSB:Globalizationsisanationalcultureattributethatplacesahighvalueonfutureoccurrences.PowerdistanceUncertaintyavoidanceLong-termorientationLeisureorientationc;moderate;p.105;AACSB:GlobalizationsWhichofthefollowingaremostalikeintermsofindividualismpowerdistanceanduncertaintyavoidanceSingaporeandSwedenAustraliaandEnglandFranceandGreeceUnitedStalesandVenezuelab;easy;p.106;AACSB:GlobalizationsWhichofthefollowingscoresthehighestintermsofpowerdistancea.GreeceSwedenCanadaEnglanda;easy;p.106;AACSB:GlobalizationsWhichofthefollowingdimensionfromtheGLOBEframeworkhasnoequivalentinHofstcdcsframeworkfutureorientationhumaneorientationgenderdifferentiationuncertaintyavoidanceceasy;p.106;AACSB:GlobalizationsSCENARIOSANDQUESTIONSForeachofthefollowingchoosetheanswerthatmostcompletelyanswersthequestion.WHATSYOURGLOBALPERSPECTIVEFirstVisitAbroadScenarioBillSandersonishalfXvayovertheAtlanticandisexcitedabouthisfirstEuropeanbusinesstrip.Billisconfidentaboutthistripbutissomewhatconcernedaboutthestrangehabitsandforeignlanguageshewillencounter.4IfonlytheywouldjustspeakEnglishlikeeveryoneelse!^^Billthinks.BillstendencytoviewtheworldonlythroughhisU.S.-basedperspectiveisaninternationalbusinessproblemknownaswhichofthefollowingnondiversitydiscriminationparochialismmonolingualismc;moderate;p.92;AACSB:GlobalizationsIfBillistobecomesuccessfulasaglobalmanagerhemust.attempttochangeotherculturestoAmericanwayslearnandacceptotherculturescompeteinternationallybutremainintheUnitedStateslearntomanipulateotherbusinessculturesb;moderate;p.93;AACSB:GlobalizationsCulturalTrainingScenarioJanewantstoexpandhercareeropportunitiesininternationaloperationsofacompany.Sheis19yearsoldandcurrentlyattendsauniversity.Shehasonlylivedinhercurrentcountryandhasnevertraveledtoforeigncountries.Janedecidestoenrollinaforeignlanguageclasstohelpherovercomeher.parochialismethnocentricattitudemonolingualismpolycentricattitudesc;moderate;p.91;AACSB:GlobalizationsIntalkingwithheradvisorattheuniversityJanedecidessheprobablyhasanattitudeasshehasnevertraveledabroadandonlyrelateswelltopeoplefromherhomecountry.culturallyfocusedpolycentricethnocentricgeocentricc;moderate;p.92;AACSB:GlobalizationsJanebecomesinvolvedwithaninternationalstudentassociationtogiveherexperiencesthatwillallowhertounderstandtheviewsofstudentsfromothercountries.Sheistryingtobecomemoreinherattitude.parochialisticpolycentricethnocentricgeocentricd;difficult;p.92;AACSB:GlobalizationsUNDERSTANDINGTHEGLOBALENVIRONMENTAForeignAllianceTalkScenarioAsmanageroftheinternationaldepartmentforyourcompanyyouhavebeenaskedbythelocalChamberofCommercetodeliveraspeechonforeigntrade.TheChamberpresidentevengoessofarastosay“andbesuretoincludetheEUNAFTAandallthatstuffbecausewereafraidthatRossPerolisright—allthegoodjobswillleavetheUnitedStates.Asyoupouroveryournotesyoutrytochoosethebestinformationtopresentintheallottedhalfhour.YouplantoexplainduringyourtalkthattheacronymsEUNAFTAFTAAandASEANrefertoregionaltradealliancesforeignairlinessoccerteamsinEuropenewmultinationalcorporationsa;difficult;p.94;AACSB:GlobalizationsOneofthehottesttopicsofyourtalkwillbeNAFTA.OneofthepointsthatyouemphasizeisthattheUnitedStateshasdefinitelyconicoutheworstofthethreenationsCanadaisprofitingthemostinthisarrangementtheexpansionofNAFTAhasbenefitedNorthAmericascompetitivenessandeconomicpowerU.S.high-techcompaniessuchascomputermanufacturershavebeenhithardbytheNAFTAprovisionsc;difficult;p.95;AACSB:GlobalizationsYouwillalsogiveparticipantsalikelyviewofthefutureoftheEUwhichsuggeststhatitwilllikelydisbandbytheyear2010itisexpectedtomergewithNAFTAby2020Bulgariawillprobablyjoinin2007CubahasappliedtojointheEUc;moderate;p.94;AACSB:GlobalizationsDOINGBUSINESSGLOBALLYBusinessExpansionPlanScenarioAsabusinessexpansiondirectorShanasgoalistoscoutoutpotentiallocationsandbasicallyprovideinputonhowhercompanyshouldproceedwithitsplannedexpansiontoEurope.TherearemanyoptionsincludingmaintainingthebusinesssheadofficeintheUnitedStatesandsendingovercompanyrepresentativeswhennecessaryorestablishingseparateoperationsfacilitiesabroadandhiringlocalsasmanagers.IfShanascompanydecidestoopenanothercompanyinFrancebutmaintainitsmanagementintheUnitedStatesitwouldbeconsidered.atransnationalcorporationaglobalcompanyaregionaltradeallianceamultidomesticcorporationb;moderate;p.98;AACSB:GlobalizationsIfShanascompanydecidestoopenacompletelynewoperationinGermanytailoringthecompanytolocalcustomsandmarketingstrategiesandhiringlocalmanagerstheywouldbeconsidered.atransnationalcorporationaglobalcompanyaregionaltradeallianceamultidomesticcorporationd;moderate;p.97;AACSB:GlobalizationsIfShanascompanyeliminatescountry-designaledlocationsandreorganizesbasedonindustrygroupsitwouldbestbeconsidereda.borderlessorganizationstrategicpartnershipglobalbusinessalliancemultidonicsticcorporationa;moderate;p.98;AACSB:GlobalizationsOnesectionofShanascompanysbusinessplaninvolvesstrategicalliancesandjointventures.Thissectionismostlikelyfocusedonthephaseofthecompanysglobalbusinessexpansion.legalmiddlefinalpreliminaryc;moderate;p.99;AACSB:GlobalizationsTheEuroDeanExpansionScenarioYouhavebeenhiredbyacompanytolookatthewaystobestmovethecompanyintotheEuropeanmarketbutyouhavetofirstdeterminewhatkindofcompanyyouaredealingwith.Ifthecompanythathashiredyouisprimarilyusedbymanufacturingorganizationsitisa.licensingcompanyfranchisingcompanystrategicalliancejointventurea;moderate;p.99;AACSB:GlobalizationsIfthecompanythathashiredyouisreallyapartnershipbetweenanorganizationandaforeigncompanyinwhichbothshareresourcesandknowledgeindevelopingnewproductsthenitisalicensingcompanyfranchisingcompanystrategicalliancejointventurec;moderate;p.99;AACSB:GlobalizationsSoftwareEnlrepreneurialVenlureScenarioTheodoreandJameshaveformedanentrepreneurialventuretodevelopsoftwareforbanksandotherfinancialinstitutions.Theircompanyisgrowingbutinlookingforopportunitiesinthefuturetheydecidetoexploreinternationaloperations.Theinternationaloperationsintheirfirmcontinuetogrow.TheodoreandJameshaveconictosecthatdecentralizedmanagementusingforeignnationalstorunoperationsinthehostcountriesworkswell.Theirfirmhasdevelopedintoanorganization.transnationalmultidomesticborderlessfranchiseb;moderate;p.97;AACSB:GlobalizationsAnewandexcitingopportunityhasappearedthatenablesTheodoreandJamestoformajointventurewithaninsurancecompanyinJapan.Thiswillmovetheirfirmintotheglobalroleofanorganizationwithan.minimizedlevelofbusinessriskindirectinternationalinvestmentdirectinternationalinvestmentindependentforeignsubsidiaryc;moderate;p.99;AACSB:GlobalizationsTheodoreandJamesdecidetoallowafirminEuropetousetherightstotheirsoftwareitsbrandnameandsoftwarespecificationsinreturnforalump-sumpayment.Thefimiisaserviceorganizationthatplanstousethesoftwaretoassistitscustomers.Thisagreementisknownasa.a.strategicallianceb.licensingagreementc.franchised.foreignsubsidiaryadesiretoleaveonesowncultureforaforeigncultureatendencytoviewtheworldthroughasingleperspectiverecognitionofdiversereligiousbeliefsc;moderate;p.91;AACSB:GlobalizationsForU.S.businessestohavesuccessfulglobalmanagementwhichofthefollowingstatementsprovidesthebestadviceAmericansshouldcontinuetopushfortheuseofEnglishonly.Sticktoyourowncustomstoavoidembarrassingincidents.MakesureforeignbusinesspeopleknowyouareAmericansotheywillspeaktoyouinEnglish.Developanunderstandingofmulticulturaldifferences.d;moderate;p.93;AACSB:GlobalizationsWhichofthefollowingistheleastfavorableattitudeforanAmericanmanagerwhowishestobesuccessfulininternationalbusinessmulticulturalmulticentricethnocentricpolycentricc;easy;p.92;AACSB:GlobalizationsManagerswithanaltitudevieweveryforeignoperationasdifferentandhardtounderstand.geocentricpolycentricethnocentrictransnationalb;moderate;p.92;AACSB:Globalizations
1.Successfulglobalmanagementrequiresanattitudethatisbestdescribedas.ethnocentricparochialpolycentricgeocentricd;easy;p.92;AACSB:Globalizations
11.Anattitudeischaracterizedbyparochialism.geocentricacculturatedpolylinguisticc;difficult;p.99;AACSB:GlobalizationsMANAGINGINAGLOBALENVIRONMENTADilTerenlViewScenarioJohnhasdonewellinhiscompany.Inonly5yearshehasrisentothepositionofdivisionalmanager.Howeverheknowsthatinordertorisetothelevelofseniormanagementheneedstospendsometimemanagingabroadinhiscompanysforeignsubsidiaries.Althoughhehastraveledtoforeigncountriesonbusinessandvacationshehasneverlivedabroadandwonderswhatdifferenceshewouldfind.Heisconsideringapplyingforanewforeign-basedpositionbutfirstwantstolearnaboutsomebasicdifferencesbetweenmanagingintheUnitedStatesandmanaginginaforeigncountry.Heresearchedthetopicofinternationalmanagementandfoundmanyhelpfulfactsaboutcountriesandtheirpeople.JohnfoundoutthatcomparedtomanagersinmanyothercountriesU.S.managersareaccustomedtolegalandpoliticalsystemsthatarc.stablefixedneutralunaffiliateda;easy;p.101;AACSB:GlobalizationsJohnfoundoutthatwealthiernationssuchastheUnitedStatestendto.havehighuncertaintyavoidancebeindividualisticbecollectivisthavelargepowerdistanceb;moderate;p.106;AACSB:GlobalizationsJohnalsofoundoutthatinsomecountriessuchasVenezuelatitlesrankandstatuscarryalotofweight.Thesecountrieshavealargecultures.uncertaintyavoidancenurturingcollectivistpowerdistanced;moderate;p.106;AACSB:GlobalizationsJohnknewthathedidnotwanttomanageinacountrywherethepeoplehavehighanxietynervousnessandstress.Hewillthereforetrytoavoidcountriescharacterizedashavinghighuncertaintyavoidanceachievementorientationfutureorientationpowerdistancea;moderate;p.105;AACSB:GlobalizationsTheOverseasAssignmentScenarioChristopherhasadegreeinbusinessadministrationandhasworkedforamajorcorporationfor5years.Heisofferedachancetoworkinanothercountry.ThroughresearchontheInternetChristopherfindsthatinthiscountryssocialframeworkpeopleareexpectedtolookafterothersintheirfamilyororganizationandprotectthemwhentheyareintrouble.Thissocietytendstosupportcollectivismparochialismindividualismmonotheisma;moderate;p.105;AACSB:GlobalizationsThisnewcountryspeoplearefavorablyinfluencedbyChristophersjobtitleandthestatusgivenbyhisexperienceofhavingworkedinthehomeofficefor5years.Thiscountryhasalargeinterestinattractingforeignexecutivessenseofuncertaintyavoidanceuncertaintyavoidancepowerdistanced;difficult;p.105;AACSB:GlobalizationsThroughtalkingtoexecutivesintheinternationaldivisionChristopherrealizesthathishomecountryhasthehighestindividualismlowpowerdistanceanduncertaintyavoidanceandastrongachievementorientation.Heprobablylivesin.GreatBritainJapantheUnitedStatesCanadac;difficult;p.106;AACSB:Globalizationsd.ethnocentricd;moderate;p.92;AACSB:GlobalizationsAnattitudeistheviewthathost-countrymanagersknowthebestpracticesforrunningtheiroperations.ethnocentricpolycentricgeocentricinternationalb;easy;p.92;AACSB:globalizationsThegeocentricaltitudeisaview.nationalisticworld-orientedculture-boundfranchise-basedb;moderate;p.92;AACSB:GlobalizationsSuccessfulmanagementrequiresenhancedsensitivitytodifferencesinnationalcustomsandpractices.ethnocentricpolycentricglobalparochialc;moderate;p.93;AACSB:GlobalizationsUNDERSTANDINGTHEGLOBALENVIRONMENTThewascreatedbytheunificationof12countriesinEurope.EuropeanCommonMarketEuropeanUnionWesternEuropeanAllianceTrans-EuropeanMarketTEMb;moderate;p.94;AACSB:GlobalizationsTheprinciplereasonfortheformationofaregionaltradingallianceinEuropewastoreassertmemberseconomicpositionsagainstthestrengthoftheUnitedStatesand.CanadaMexicoJapanRussiac;moderate;p.94;AACSB:Globalizationsi
7.TheEuropeanUnioncovers.bordercontrolstaxesandsubsidiesnationalisticpoliciesandtravelemploymentinvestmentandtradealloftheaboved;moderate;p.94;AACSB:GlobalizationsTheisacollectionofcountriesthatuseacommoncurrency.EuropeanCommonMarketEuropeanUnionWesternEuropeanAllianceEconomicandMonetaryUnionEMUd;difficult;p.94;AACSB:GlobalizationsThesingleEUcurrencyiscalledthe.francfranc-markpoundeurod;moderate;p.94;AACSB:GlobalizationsTheEuropeanUnioncurrentlyconsistsof.12countries15countries10countries25countriesd;difficult;p.94;AACSB:GlobalizationsWhichofhefollowingcountriesisnotamemberoftheEuropeanUnionIcelandIrelandCyprusSloveniaa;moderate;p.94;AACSB:GlobalizationsisexpectedtojointheEuropeanUnionin2X
7.HungaryEstoniaRomaniaTurkeyc;moderate;p.95;AACSB:GlobalizationsTheexecutivebodyoftheEU.basedinBrusselsisknownasthe.MaastrichtOfficeFTAAEuroProtectorateEuropeanCommissiona;moderate;p.95;AACSB:GlobalizationsAmongthemembercountriesoftheNorthAmericanFreeTradeAgreementtradehassincethetreatywassigned.decreasedinitiallybutincreasedsteadilyincreaseddecreasedincreasedincommoditiesbutdecreasedinmanufacturedgoodsb;moderate;p.95;AACSB:GlobalizationsTheNorthAmericanFreeTradeAgreementincludes.MexicoCanadaandtheUnitedStatesCanadaMexicoandBraziltheUnitedStatesCanadaandHondurasColumbiaMexicoandtheUnitedSatesa;easy;p.95;AACSB:GlobalizationsTheNorthAmericanFreeTradeAgreementhasresultedinwhichofthefollowingItincreasedimportsfromMexicoby106percent.IteliminateddutiesonimportsfromVenezuela.ItincreasedexportstoCanadaby62percent.IlincreasedtradewiththeEuropeanUnion.a;easy;p.95;AACSB:GlobalizationsWhichofthefollowingiscurrentlyundernegotiationbythirty-fourcountriesintheWesternHemisphereNAFTAFTAAMercosurASEANb;difficult;p.95;AACSB:GlobalizationsTheNorthAmericanFreeTradeAgreementeliminatedallofthefollowingexcepttheneedforimportlicensingtariffsontradedcommoditiescustomsuserfeesChinasroleasaU.S.tradingpartnera;moderate;p.95;AACSB:GlobalizationsTheAssociationofSoutheastAsianNationsincludes.themembersoftheEuropeanUnionandIndiathemembersofNAFTAandCAFTAamembershipof10SoutheastAsiannationsnoneoftheabovec;moderate;p.95;AACSB:GlobalizationsEachofthefollowingisamemberofASEANexcept.BruneiSingaporeLaosJapand;moderate;p.96;AACSB:GlobalizationsHowmanymembernationsbelongtotheAfricanUnionAU46536267b;moderate;p.96;AACSB:GlobalizationsNepalbelongstowhichofthefollowingregionaltradealliancesEUSAARCAUASEANb;moderate;p.96;AACSB:GlobalizationsTheWorldTradeOrganizationevolvedfromwhichofthefollowingGATTMercosurUNIDIRMarshallPlana;moderate;p.96;AACSB:GlobalizationsTheWorldTradeOrganizationiscenteredaroundwhichofthefollowingpublicprotestseconomicsanctionstradeagreementspeacetreatiesc;moderate;p.96;AACSB:GlobalizationsThegoaloftheWorldTradeOrganizationistoC.helpdevelopenvironmentalpolicyhelpregulateinternationalmarketshelpbusinessesconductIheirbusinesshelpreduceconflictsbetweennationscmoderate;p.96;AACSB:GlobalizationsDOINGBUSINESSGLOBALLYInternationalbusinesseshavebeenaroundsinceaboutwhatdatethefifteenthcenturytheseventeenthcenturythenineteenthcenturythetwentiethcenturyc;difficult;p.97;AACSB:GlobalizationsMultinationalcorporationsMNCshaveonlybecomecommonplacesinceapproximatelywhatdatemid-1960smid-1970s1945mid-1980sa;moderate;p.97;AACSB:GlobalizationsMultidomesticcorporationsareknownfor.ethnocentricattitudespolycentricattitudesmulticentricattitudeshavingtheirholdingsinonecountryb;moderate;p.97;AACSB:GlobalizationsWhichofthefollowingisanMNCthattailorsmarketingstrategicstothehostcountrysuniquecharacteristicsborderlessorganizationglobalcompanymultidomesticcorporationtransnationalorganizationc;moderate;pp.97-98;AACSB:GlobalizationsMultidomesticcorporations.maintainoperationsinmultiplecountiesbutdonotallowmanagersineachcountrytomaketheirowndecisionsutilizeethnocentricattitudesinfinancialdecisionsbutfavorpolycentricviewsinhumanresourcesissuesutilizedecentralizationtomakedecisionsinmanagementinlocalcountriesfollowthetastespreferencesandvaluesofthehomecountryc;moderate;p.97;AACSB:GlobalizationsWhenanorganizationdropsitsstructurebasedoncountriesandreorganizesaccordingtoindustriesitispursuingaglobalorganizationaloperationknownas.cthnoccntrismpolycenlrismborderlessorganizationmultinationalorganizationc;moderate;p.98;AACSB:GlobalizationsTransnationalorganizationsarealsoknownas.ethnocentricorganizationspolycentricorganizationsborderlessorganizationsmultidomesticorganizationc;moderate;p.98;AACSB:GlobalizationsTransnationalorganizationsarefocusedon.increasingefficiencydevelopingINVsreinforcincstructuraldivisionsalloftheabovea;moderate;p.98;AACSB:GlobalizationsWhichofthefollowingtypesofbusinessisglobalfromitsinceptioninternationalnewventureglobalcompanybornglobaljointeconomicmarketc;difficult;p.98;AACSB:GlobalizationsWhichofthefollowingisabasicdefinitionofamultinationalcorporationacompanythatmaintainsoperationsinmultiplecountriesacompanythatmaintainsfranchisesinmultiplecountriesacompanythathasmultiplehomebasesandmanufacturingplantsacompanythatpayscorporatetaxesinatleasttwocountriesa;difficult;p.98;AACSB:GlobalizationsWhichofthefollowingisthebasicdiflerencebetweenmultidomesticcorporationsandglobalcompaniesMultidomesticcorporationstypicallydobusinesswithmorecountriesthanglobalcompaniesdo.Multidomesticcorporationsarcrunbyglobalcompaniesbutmustbeownedbyalocalnationalcompany.Multidomesticcorporationsdecentralizemanagementtothelocalcountrywhileglobalcompaniescentralizemanagementinthehomecountry.Multidomesticcorporationspaymoreintaxesthanglobalcompaniesdo.c;difficult;pp.97-98;AACSB:GlobalizationsWhichofthefollowingisnotafeatureofamultidomesticcorporationDecisionmakingtakesplaceatthelocallevel.Nationalsaretypicallyhiredtorunoperationsineachcountry.Marketingstrategiesaretailoredtoeachcountrysculture.Productsaremanufacturedonlyinthelocalcountry.d;easy;pp.97-98;AACSB:GlobalizationsWhichofthefollowingtypesofglobalorganizationsreflectsthegeocentricattitudemultidomesticcorporationtransnationalorganizationglobalcompanyregionalorganizationb;dimcult;p.98;AACSB:GlobalizationsHOWORGANIZATIONSGOGLOBALImportingandexportingrepresentamoresignificantglobalinvestmentthanwhichofthefollowinglicensingfranchisingglobalsourcingstrategicalliance。