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Ashworth college BZ440 Online Exam 3 (2016 ) All Correct

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18 Sep

Question

Question 1 of 20

5.0/ 5.0 Points

The overall purpose of __________ partnering is to harness the full potential of the workforce and focus it on continual improvement of quality.

A. end user

B. customer

C. internal

D. supplier

Feedback: Page 72

Question 2 of 20

5.0/ 5.0 Points

In a total quality setting, quality is defined by:

A. employees.

B. customers.

C. management.

D. the organization.

Feedback: Page 96

Question 3 of 20

5.0/ 5.0 Points

Organizations with traditional cultures typically adopt __________ objectives.

A. performance-based

B. customer-focused

C. short-term

D. problem-solving

Feedback: Page 84

Question 4 of 20

0.0/ 5.0 Points

__________ is an emerging issue in supply-chain management.

A. Adoption of new paradigms

B. Security

C. Network activities

D. Mature partnering

Feedback: Page 74

Question 5 of 20

5.0/ 5.0 Points

In an organization with a quality culture, the core of the operating philosophy is:

A. complaint-resolution.

B. zero defects.

C. customer satisfaction.

D. value-creation.

Feedback: Page 84

Question 6 of 20

5.0/ 5.0 Points

The theory of value perception is that a(n) __________ customer is a customer forever.

A. repeat

B. satisfied

C. loyal

D. involved

Feedback: Page 106

Question 7 of 20

5.0/ 5.0 Points

The rules for establishing global partnerships are the same as those for establishing domestic partnerships when:

A. partnerships are based on sound business principles rather than politics.

B. governments agree to guarantee profits.

C. governments are influenced.

D. sound business principles are not allowed to inhibit partnerships.

Question 8 of 20

5.0/ 5.0 Points

Advocates of change:

A. are often unaware of how a proposed change will be perceived by potential resisters.

B. fear a loss of control.

C. sometimes fear the unknown.

D. are patient with the concerns of resisters.

Question 9 of 20

0.0/ 5.0 Points

Which of the following is NOT a concern of potential resisters to change?

A. Effectiveness

B. Uncertainty

C. More work

D. Loss of control

Feedback: Page 88

Question 10 of 20

5.0/ 5.0 Points

Educational institutions provide which of the following services to help organizations continually improve their people and their processes?

A. On-site customized training

B. Technical assistance

C. Consulting services

D. All of the above

Question 11 of 20

5.0/ 5.0 Points

The mission statement is written in general terms. It is translated into more specific terms by:

A. quality assessments.

B. the action plan.

C. the business plan.

D. objectives.

Feedback: Page 71

Question 12 of 20

5.0/ 5.0 Points

Which of the following is NOT a key concept in the definition of internal partnering?

A. Mechanisms

B. Environment

C. Quality circles

D. Human resources

Feedback: Page 72

Question 13 of 20

5.0/ 5.0 Points

Which of the following statements are true concerning communication with customers?

A. Must extend only to internal customers

B. Is never misunderstood

C. Is essential in a competitive marketplace

D. Is not necessary in a small town

Question 14 of 20

5.0/ 5.0 Points

Partnering can lead to continual improvements in such key areas as relationships between customers and suppliers, customer satisfaction, and:

A. increased competitiveness.

B. increased resources.

C. processes and products.

D. quality control.

Feedback: Page 69

Question 15 of 20

5.0/ 5.0 Points

The last process step in the product innovation model for customer retention is:

A. separate the people from the problem.

B. optimize the solution.

C. invent options for mutual gain.

D. commercialize the innovation.

Feedback: Page 109

Question 16 of 20

5.0/ 5.0 Points

The key people identified as necessary to putting a partnership into operation should:

A. be highly committed to value-creation.

B. join the purchasing consortium.

C. be formed into a team.

D. be involved with information processing.

Feedback: Page 70

Question 17 of 20

0.0/ 5.0 Points

Which of the following is a mandatory requirement of supplier relationships?

A. Establishing relationships based on knowledge and experience

B. Observing standard operating procedures and maintaining rigid job-boundaries

C. Recognition of the strategic importance of customers

D. Capability of sharing information electronically

Feedback: Page 73

Question 18 of 20

5.0/ 5.0 Points

There are several primary reasons why cultural change must either precede or at least parallel the implementation of total quality. Which of the following is NOT a primary reason?

A. Moving to Total Quality takes time.

B. Employees may not adapt to too many changes.

C. It can be difficult to overcome the past.

D. Change cannot occur in a hostile environment.

Question 19 of 20

5.0/ 5.0 Points

In order to retain customers over the long term in today’s hyper-competitive global environment, organizations must:

A. form strategic alliances.

B. continuously refine processes.

C. benchmark.

D. innovate.

Feedback: Page 109

Question 20 of 20

5.0/ 5.0 Points

Which of the following strategies are needed for establishing a quality culture?

A. Take a hearts and minds approach.

B. Put the planned changes in writing.

C. Support of management.

D. All the strategies above are needed for establishing a quality culture.

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Older Question Part 1 of 2 – 90.0/ 100.0 Points Question 1 of 40 5.0/ 5.0 Points Which of the following is the quickest and cheapest way to develop a global strategy? A. Fully-owned subsidiaries B. Greenfield investments C. Strategic alliances D. Acquisitions Question 2 of 40 5.0/ 5.0 Points Offshoring provides the company with access to foreign markets while avoiding: A. relocation of the company to other countries. B. competition between companies in the global market. C. trade risks. D. trade barriers. Question 3 of 40 5.0/ 5.0 Points Meryl Software Inc., an American MNC wishing total control of its operations, wants to acquire an existing firm, Graphiti Animations, in Canada. If acquired, Graphiti Animations would be a: A. fully-owned subsidiary. B. holding company. C. greenfield investment. D. shell corporation. Question 4 of 40 5.0/ 5.0 Points The first broad scan of all potential world markets should result in the firm being able to: A. identify the strengths and weaknesses of its competitors. B. eliminate markets with unreasonable entry conditions. C. determine the best sources for raw materials. D. eliminate countries with high cultural risk. Question 5 of 40 5.0/ 5.0 Points Which of the following is a way in which formal institutions affect international competition? A. Decreasing trade restrictions B. Enforcing organizational laws C. Enforcing antidumping laws D. Enforcing strict exit barriers Question 6 of 40 5.0/ 5.0 Points A(n) __________ analysis determines which areas of a firm’s operations represent strengths or weaknesses (currently or potentially) compared to competitors. A. transactional B. internal C. structural D. break-even Question 7 of 40 5.0/ 5.0 Points Which of the following strategies would a non-European company most likely use if it wanted to gain quick entry inside the European community? A. International joint venture B. Greenfield investment C. Turnkey operation D. Offshoring Question 8 of 40 5.0/ 5.0 Points Which of the following is the most likely result of regulations and restrictions enforced by a firm’s home government that prove to be expensive for the firm’s operations? A. The firm searches for less restrictive operating environments overseas B. The firm responds to customers’ demands more promptly C. The firm becomes entangled in lengthy litigation D. The firm expands its domestic operations Question 9 of 40 5.0/ 5.0 Points Which of the following is a global risk with regard to strategic entry scanning? A. Economic and fiscal policies B. Corruption C. Economic and financial risk D. Trade restrictions Question 10 of 40 5.0/ 5.0 Points Which of the following is the most common reactive reason for a firm to extend its operations overseas? A. Tax incentives B. Economies of scale C. Globalization of competitors D. Resource access and cost savings Question 11 of 40 5.0/ 5.0 Points The primary motive in the contract manufacturing strategy is: A. utilizing inexpensive overseas labor. B. obtaining rights to patented technology. C. sharing managerial expertise. D. sharing financial resources. Question 12 of 40 0.0/ 5.0 Points Futura-Core Technologies, an electronics manufacturing firm, has advantages in financial capability and sustainability, but a disadvantage in speed of innovation. It is also at a disadvantage relative to Core-Dynamix Technologies, another electronics manufacturing firm, in important factors such as manufacturing capability and adaptability to market conditions. Which of the following terms best describes Futura-Core’s abilities in comparison to Core-Dynamix? A. Comparative advantage B. Collective bargaining C. Competitive advantage D. Absolute advantage Question 13 of 40 5.0/ 5.0 Points At which three levels should firms ideally perform global environmental analysis? A. Product, domestic market, and consumer B. Multinational, regional, and local C. Operational, tactical, and top management D. Innovation, production, and local distribution Question 14 of 40 5.0/ 5.0 Points Restrictive trade barriers most likely influence the globalization of businesses by encouraging firms to: A. develop joint ventures with local firms. B. import supplies from foreign vendors. C. expand the exportation of raw materials. D. switch from exporting to overseas manufacturing. Question 15 of 40 5.0/ 5.0 Points Which of the following terms refers to the basic means by which a company competes? A. Mission B. Procedure C. Strategy D. Process Question 16 of 40 5.0/ 5.0 Points Which of the following is a national risk with regard to strategic entry scanning? A. Energy availability and prices B. Regional instability C. Legal protection D. Political turmoil Question 17 of 40 5.0/ 5.0 Points Which of the following entry strategies is most likely to serve as a short-term strategy and to provide limited income? A. Joint venture B. Management contract C. Offshoring D. Fully owned subsidiary Question 18 of 40 5.0/ 5.0 Points Which of the following charts the direction of the company and provides a basis for strategic decision making? A. Environmental assessment B. Corporate structure C. Organizational mission D. SWOT analysis Question 19 of 40 0.0/ 5.0 Points Which of the following statements is true of clustering? A. It uses different suppliers and distribution channels for interdependent companies within an industry. B. It helps a firm gain an increase in efficiencies. C. It seldom uses specialized labor. D. It typically increases the costs of production and distribution. Question 20 of 40 5.0/ 5.0 Points Due to the high demand for its handmade soaps in Canada, Fragrance Exotica, an Indian Soap manufacturer, has decided to open a new manufacturing unit in Canada, thereby expanding overseas. In this scenario, which of the following reasons prompted Fragrance Exotica to set up a manufacturing unit overseas? A. Trade barriers B. Manufacturer demands C. Customer demands D. Tax incentives Part 2 of 2 – 95.0/ 100.0 Points Question 21 of 40 5.0/ 5.0 Points The degree to which headquarters’ practices and goals are transferable most likely depends on whether: A. top managers are from the head office, the host country, or a third country. B. the organization is product- or service-oriented. C. financial performance reports show a positive trend in growth over the past several years. D. the production system is standardized. Question 22 of 40 5.0/ 5.0 Points Sedona Inc. is an American firm that manufactures high-quality handbags, duffel bags, and leather belts at its facility in Arizona. Sedona’s products have been featured in various fashion magazines, and as a result, consumer demand has increased significantly. Currently, Sedona is organized as a domestic structure plus export department. Executives at Sedona believe the firm is ready to internationalize its operations, and they are considering various organizational structures. Which of the following best supports the argument that Sedona should give its subsidiary managers significant autonomy? A. Praxis Inc., one of Sedona’s domestic competitors, has a flat organizational structure. B. Sedona is a family-owned business that began as a subsidiary to Aloha enterprises. C. Sedona has recently reorganized into a domestic structure plus foreign subsidiary. D. Sedona conducts a large percentage of domestic sales through the company’s website. Question 23 of 40 5.0/ 5.0 Points All of the following are cooperative aspects of strategic alliances EXCEPT: A. creating economies of scale in tangible assets. B. forming upstream–downstream divisions of labor. C. limiting investment risks through shared resources. D. learning new intangible skills from alliance partners. Question 24 of 40 5.0/ 5.0 Points Which of the following forms of organization is particularly appropriate in a dynamic and diverse environment? A. The global functional structure B. The global product structure C. The domestic structure plus export department D. The domestic structure plus foreign subsidiary Question 25 of 40 5.0/ 5.0 Points In order to minimize potential problems in alliances, companies should most likely choose partners with: A. competitively sensitive technology. B. complementary products and skills. C. significant control of the target market. D. superior bargaining power in the same industry. Question 26 of 40 5.0/ 5.0 Points The need for knowledge management in IJVs primarily stems from: A. employee concerns regarding job security and benefits. B. cultural and system differences between partners. C. local government regulations and restrictions. D. proprietary information legalities. Question 27 of 40 5.0/ 5.0 Points Which of the following types of alliances can be formed between a company and a foreign government? A. International joint venture B. Equity strategic alliance C. Non-equity strategic alliance D. Global strategic alliance Question 28 of 40 5.0/ 5.0 Points Usually, smaller firms start their international involvement by: A. exporting. B. divesting. C. entering into a full-blown global joint venture. D. using foreign direct investment. Question 29 of 40 0.0/ 5.0 Points Barton & Green is an MNC based in the U.S. that makes a wide range of software development products. Executives at the firm are considering the idea of outsourcing the company’s IT infrastructure. Which of the following questions is the most relevant to Barton & Green’s decision to outsource its IT infrastructure to TMC Enterprises, a firm in India? A. Which type of operating system is primarily used by TMC Enterprises? B. What is the attitude of U.S. consumers about TMC Enterprises? C. What is the financial health of TMC Enterprises? D. Which other firms have outsourced their processes to TMC Enterprises? Question 30 of 40 5.0/ 5.0 Points Which of the following indicates a need for change in organizational design? A. Low turnover B. A decrease in overseas customer complaints C. Seamless innovation D. New management with different goals and strategies Question 31 of 40 5.0/ 5.0 Points Which of the following is true with regard to information systems in less-developed countries? A. In less-developed countries, the sources of reliable data for decision making is relatively high in number. B. The accuracy and timeliness of information systems are often less than perfect in less-developed countries. C. In less-developed countries, the sources of reliable data for decision making are easy to locate. D. Government information in less-developed countries is rarely fabricated, so it is considered to be the most reliable source of information for headquarters’ managers. Question 32 of 40 5.0/ 5.0 Points Which of the following is true with regard to direct coordinating mechanisms? A. Expatriates from “headquarters” do not exert control over the foreign affiliate through the expectations of the national and corporate culture of the parent company. B. Even in situations where parent control is considered less important, delegating the control to the local level is ritually avoided. C. Direct coordinating mechanisms that provide the basis for the overall guidance and management of foreign operations include the design of appropriate organizational structures and the use of effective staffing practices. D. Direct coordinating mechanisms do not include staffing practices. Question 33 of 40 5.0/ 5.0 Points SoftCorp and TechGig, upcoming software companies in San Diego, have decided to create a new and independent telecommunications company, ST-source. Each parent firm has agreed to have 50 percent equity in the new company. This is an example of a(n): A. e-business. B. subsidiary. C. franchise. D. joint venture. Question 34 of 40 5.0/ 5.0 Points In spite of the potential problems with local partners, many firms rush the process of partner selection because they: A. want to reduce the amount spent on establishing subsidiaries abroad B. want to take advantage of the local partner’s technological innovations. C. mostly aim at increasing the number of equity shares within a short period of time. D. are anxious to get into an attractive market. Question 35 of 40 5.0/ 5.0 Points Managers choose the manufacturing location for each product based on where the best combination of cost, quality, and technology can be attained in order to achieve: A. customer loyalty. B. integration. C. segregation. D. rationalization. Question 36 of 40 5.0/ 5.0 Points Overlooking cultural differences in cross-border alliances can create a negative impact when target country: A. has similar views on organizational formality. B. and host country equally participate in decision making. C. is technologically superior to the host country. D. has conflicting practices and systems. Question 37 of 40 5.0/ 5.0 Points Papillion Inc. is a small American high-technology firm that has been successfully competing in the international business arena from its inception two years ago. Instead of internationalizing slowly, Papillion embarked upon an ambitious plan to leverage niche market opportunities worldwide—right from the beginning. Papillion Inc. exemplifies the __________ phenomenon. A. born-global B. subordinateship C. outsourcing D. insourcing Question 38 of 40 5.0/ 5.0 Points According to the __________ model, as the company becomes larger, more complex, and more sophisticated in its approach to world markets, it may evolve into a transnational corporation. A. four stages of contribution B. crowdsourcing C. matrix D. evolutionary stages Question 39 of 40 5.0/ 5.0 Points Nimbus Inc. is a hybrid organization. The organizational structure of the company has been developed to combine geographic support for both global integration and local responsiveness. Nimbus is not a hierarchical organization and uses cross-functional teams to quickly adapt to the dynamic business environment. If the above information is true, which of the following can be fittingly inferred? A. Nimbus has only a few SBUs. B. Nimbus has a matrix structure. C. Nimbus is a born global. D. Nimbus does not favor standardization of its products. Question 40 of 40 5.0/ 5.0 Points Which of the following primarily determines the extent of control exercised over an IJV by its parent company? A. Staffing choices for top IJV positions B. Policies of the smaller firm C. Cultural background D. IJV industry