Staffing and Training for Global Operations

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  • Topic: Culture, Expatriate, Polycentrism
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  • Published : September 12, 2012
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Chapter 9 – Staffing and Training for Global Operations

Multiple Choice Questions

1.Ideally, the ____________ should dictate the organizational structure and staffing needed by a firm. a. clients served
b. size of the firm
c. strategy of the firm (moderate, page 390)
d. management philosophy of the firm

2.Firms using the ____________ approach to staffing fill key managerial positions with persons from headquarters. a. polycentric
b. regiocentric
c. global
d. ethnocentric (moderate, page 391)

3.What does PCN stand for?
a. personnel coordinating networks
b. personnel certifying networks
c. parent-country nationals (moderate, page 391)
d. projected certified needs

4.When a company suffers from an inadequate number of skilled managers from the local area in which it operates, and close communication is needed between branches and headquarters, which staffing approach is particularly appropriate? a. polycentric

b. regiocentric
c. global
d. ethnocentric (moderate, page 391)

5.Which staffing approach is preferred when an organization has been structured around a centralized approach to globalization? a. polycentric
b. regiocentric
c. global
d. ethnocentric (moderate, page 391)

6.____________ are usually preferable where a high level of technical capability is required. a. Parent-country nationals (moderate, page 391)
b. Host-country nationals
c. Third-country nationals
d. Cross-country nationals

7.____________ are chosen for new international ventures requiring managerial experience in the parent company and where there is a concern for loyalty to the company rather than to the host country. a. Parent-country nationals (moderate, page 391)

b. Host-country nationals
c. Third-country nationals
d. Cross-country nationals

8.Which of the following international staffing approaches is more likely to be effective when implementing a multinational strategy? a. ethnocentric
b. polycentric (moderate, page 391)
c. subcentric
d. global

9.Local managers are hired to fill key positions in their own company under what staffing approach? a. global
b. polycentric (moderate, page 391)
c. ethnocentric
d. regiocentric

10.Which staffing approach will most likely be effective when implementing a global strategy of regionalization (“acting local”)? a. polycentric (moderate, page 391)
b. regiocentric
c. ethnocentric
d. global

11.When it is important to satisfy a country’s legal requirements that a specific proportion of the firm’s top managers be citizens of that particular country, which staffing approach has the highest potential? a. ethnocentric

b. global
c. regiocentric
d. polycentric (moderate, page 392)

12.Which of the following staffing approaches has the broadest geographical scope? a. regiocentric
b. global (moderate, page 392)
c. ethnocentric
d. polycentric

13.Which staffing approach provides the largest pool of qualified and willing applicants from which to choose? a. regiocentric
b. global (moderate, page 392)
c. ethnocentric
d. polycentric

14.In the ____________ staffing approach, the best managers are recruited from within or outside of the company, regardless of nationality. a. regiocentric
b. global (moderate, page 392)
c. ethnocentric
d. polycentric

15.Recruiting managers from within Latin America for a position in Chile is an example of which staffing approach? a. global
b. ethnocentric
c. regiocentric (moderate, page 392)
d. polycentric

16.Which of the following international staffing approaches can produce a specific mix of PCNs, HCNs, and TCNs? a. ethnocentric
b. polycentric
c. subcentric
d. regiocentric (moderate, page 393)

17.The ____________ staffing approach usually results in a higher level of authority and decision making in headquarters compared to the ____________ approach.

ethnocentric; polycentric (moderate, page 393)

a. polycentric; ethnocentric
b. geocentric; ethnocentric
c....
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