International Management Exam Practice Tests
Course Introduction
International Management examines the strategies, challenges, and practices involved in managing organizations operating across national borders. The course covers topics such as cross-cultural communication, global leadership, international organizational structures, and the complexities of operating in diverse legal, economic, and political environments. Students will explore decision-making in a global context, including international market entry, global supply chain management, ethical considerations, and managing multicultural teams. By analyzing case studies and current trends, students develop the skills necessary to effectively lead and manage in the dynamic, interconnected global business landscape.
Recommended Textbook
Strategic Management Planning for Domestic Global Competition 14th Edition by John Pearce
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14 Chapters
1102 Verified Questions
1102 Flashcards
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Page 2
Chapter 1: Strategic Management
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86 Verified Questions
86 Flashcards
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Sample Questions
Q1) Strategic decisions are based on what managers _____,rather than on what they
A) Forecast; know
B) React to; anticipate
C) Know; forecast
D) Compromise with; analyze
Answer: A
Q2) Very large firms typically use the _____ mode of strategic management.
A) Adaptive
B) Entrepreneurial
C) Informal
D) Planning
Answer: D
Q3) All businesses exist in a(n)_____ system.
A) open
B) closed
C) insular
D) protected
Answer: A
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Page 3
Chapter 2: Company Mission
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87 Verified Questions
87 Flashcards
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Sample Questions
Q1) Managers' stature in the business community is commonly associated with company
A) type
B) age
C) size
D) growth
Answer: C
Q2) As the business grows or is forced by competitive pressures to alter its product,market,or technology,______ the company mission may be necessary.
A) redefining
B) abandoning
C) writing
D) discarding
Answer: A
Q3) The company mission is a broadly framed but enduring statement of
A) A firm's intent
B) Corporate structure
C) A firm's competitive positioning
D) Stakeholder analysis
Answer: A
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Chapter 3: Corporate Social Responsibility and Business Ethics
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83 Verified Questions
83 Flashcards
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Sample Questions
Q1) A form of engagement in which companies provide on-going and sustained commitments to a social project or issue refers to
A) CSI
B) CSR
C) Social audit
D) Economic responsibilities
Answer: A
Q2) _______ have justifiable reasons for expecting (and often demanding)that the firm satisfy their claims in a responsible manner.
A) Board
B) Institutions
C) Stakeholders
D) Top management
Answer: C
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Chapter 4: The External Environment
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83 Flashcards
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Sample Questions
Q1) Economies of scale in an industry refers to:
A) Savings that companies within the industry achieve due to increased volume
B) Declining average short run costs per unit
C) Improved contractual agreements with suppliers in the near term
D) Decreased barriers to entry to new firms attempting to enter the industry
Q2) Which is perhaps the most important entry barrier in the soft drink,over-the-counter drugs,cosmetics,investment banking and public account industries?
A) Capital requirements
B) Market differentiation
C) Economies of scale
D) Product differentiation
Q3) Which of these is NOT an example of a federal ecological legislation?
A) Air Quality Act
B) Refuse Act
C) Occupational Safety and Health Act
D) Resource Recovery Act
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Chapter 5: The Global Environment
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85 Verified Questions
85 Flashcards
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Sample Questions
Q1) In a ____ industry,competition occurs within each country.
A) technological
B) industrial
C) global
D) multidomestic
Q2) Rapid technological development:
A) Requires less management control
B) Has no affect on product life cycles
C) Lengthens product life cycles
D) Shortens product life cycles
Q3) A firm with a _______ orientation adopts a global systems approach to strategic decision making,thereby emphasizing global integration.
A) polycentric
B) geocentric
C) regiocentric
D) ethnocentric
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Chapter 6: Internal Analysis
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77 Flashcards
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Sample Questions
Q1) One of the limitations of the SWOT analysis is that it can ______ internal strengths and ______ external threats.
A) overemphasize; downplay
B) underemphasize; downplay
C) overemphasize; enhance
D) underemphasize; enhance
Q2) Company reputation is an example of a
A) Intangible asset
B) Tangible asset
C) Organizational capability
D) Organizational function
Q3) A good fit maximizes a firm's _________ and minimizes its ________.
A) strengths and weaknesses; opportunities and threats
B) strengths and opportunities; weaknesses and threats
C) strengths and threats; weaknesses and opportunities
D) strengths and opportunities; opportunities and threats
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Chapter 7: Long-Term Objectives and Strategies
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85 Flashcards
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Sample Questions
Q1) The second phase of the turnaround process is called:
A) Recovery response
B) Turnaround
C) Retrenchment
D) Divestiture
Q2) "To achieve our vision,how will we sustain our ability to change and improve?" is part of which perspective in the Balanced Scorecard?
A) Financial
B) Customer
C) Learning and growth
D) Internal business process
Q3) If a firm plans to acquire a business because it represents the most promising investment opportunity available,the grand strategy is:
A) Conglomerate diversification
B) Joint venture
C) Concentric diversification
D) Liquidation
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Chapter 8: Business Strategy
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Sample Questions
Q1) Business success built on cost leadership requires the business to be able to provide its product or service at a cost _____ what its competitors can achieve.
A) at
B) above
C) below
D) equal to
Q2) Which of these refers to business strategies that seek to establish long-term competitive advantages by emphasizing and perfecting value chain activities that can be achieved at costs substantially below what competitors are able to match on a sustained basis?
A) Differentiation strategies
B) Grand strategies
C) Low-cost strategies
D) Speed-based strategies
Q3) Cost differences often ____ over time.
A) increase
B) decline
C) strengthen
D) have no effect on
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Page 10
Chapter 9: Multibusiness Strategy
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90 Verified Questions
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Sample Questions
Q1) The core competency must represent a major source of value to be a basis for competitive advantage.Furthermore,the core competence:
A) Must be negotiable
B) Must be financial
C) Must be diversified
D) Must be transferable
Q2) Cash cows are yesterday's
A) Problem children
B) Question marks
C) Stars
D) Dogs
Q3) _________ are those that have few sources of advantage,but the size is large--typically the result of scale economies.
A) Volume businesses
B) Stalemate businesses
C) Specialization businesses
D) Fragmented businesses
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11
Chapter 10: Implementation
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Sample Questions
Q1) The goal of an executive bonus compensation plan is to:
A) Motivate executives to achieve maximization of shareholder wealth
B) Motivate executives to achieve maximization of personal wealth
C) Differentiate executives from other managers
D) Ensure the success of the firm
Q2) The goal of ______ is not the only goal that executives may pursue.
A) Organizational policies
B) Organizational rewards
C) Managerial rewards
D) Shareholder wealth maximization
Q3) Policies can be externally imposed or ______
A) stakeholder driven
B) mandated by stockholders
C) internally derived
D) mandated by the stock market
Q4) Short-term objectives __________ long-term objectives.
A) Limit the effectiveness of
B) Operationalize
C) Decrease the need for
D) Justify
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Chapter 11: Organizational Structure
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Sample Questions
Q1) The matrix structure increases the number of ______ who exercise general management responsibilities,typically as project managers.
A) Corporate level managers
B) Functional level managers
C) Middle managers
D) Business unit managers
Q2) Once a business grows from a simple structure,it usually leads to the need for a:
A) Product-team structure
B) Divisional structure
C) Functional organizational structure
D) Matrix organizational structure
Q3) Problems with the matrix structure's implementation are heightened ________ with the complications introduced by distance,language,time and culture.
A) With regional diversifications
B) In an international context
C) In a national geographic range
D) By an increase in synergies
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Chapter 12: Leadership and Culture
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Sample Questions
Q1) Developing operating managers and supporting their activities occurs in middle management as part of the:
A) Integration process
B) Renewal process
C) Innovation process
D) Entrepreneurial process
Q2) According to researcher Ronald Riggio,ability to communicate falls under the _____ level of competence.
A) self/personal leadership .
B) interpersonal leadership
C) emotional leadership
D) managerial leadership
Q3) __________ comes from having others want to identify with the leader.
A) Expert influence
B) Peer influence
C) Referent influence
D) Coercive power
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Chapter 13: Strategic Control
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Sample Questions
Q1) The __________ that take place usually involve a full-scale reassessment of the strategy and of the advisability of continuing or refocusing the firm's direction.
A) Abandonment reviews
B) Milestone reviews
C) Strategic thrusts
D) Strategic implementation
Q2) __________ provide managers with information that helps them determine whether the overall strategy is progressing as planned or needs to be adjusted.
A) Strategic threats
B) Strategic thrusts
C) Milestone reviews
D) Frequency reviews
Q3) Which of the following types of strategic control has a low degree of focusing?
A) Special alert control
B) Implementation control
C) Strategic surveillance
D) Premise control
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Chapter 14: Innovation and Entrepreneurship
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Sample Questions
Q1) _________ accrues to good entrepreneurs,but their focus is on opportunities,customers,markets and competition.They do not often seek ________ for its/their own sake.
A) Money; status
B) Financial stability; profits
C) Equity financing; equity
D) Power; status
Q2) A major driver of ______ innovation in many companies the last several years has come from programs aimed at continuous improvement,cost reduction,and quality management.
A) Breakthrough
B) Disruptive
C) Incremental
D) Inventive
Q3) __________ with other firms that have an interest in a possible innovation share the costs and risks associated with the effort.
A) Acquisitions
B) Joint strategy
C) Joint ventures
D) Mergers
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