Winning Through Effective,global Talent Management

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Questions Bank

Introduction
International Trade and Foreign Direct Investment
Culture and Business
World Economies
Global and Regional Economic Cooperation and Integration
International Monetary System
Foreign Exchange and the Global Capital Markets
International Expansion and Global Market Opportunity Assessment
Exporting,Importing,and Global Sourcing
Strategy and International Business
Global Entrepreneurship and Intrapreneurship
Winning Through Effective,global Talent Management
Harnessing the Engine of Global Innovation
Competing Effectively Through Global Marketing,Distribution,and Supply-Chain Management
Understanding the Roles of Finance and Accounting in Global Competitive Advantage

All Questions

Question 1

Free

True/False

SHRM as a function is restricted to the managers and executives of the human resources department.

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Question 2

Free

True/False

Organizational efforts to enable,develop,and motivate human capital improve accounting profits as well as shareholder value.

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Question 3

Free

True/False

Developing an effective international workforce is much more difficult for a competitor to emulate than buying technology or securing capital.

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Question 4

Free

True/False

Firms that effectively manage their international HR typically outperform competitors in terms of identifying new international business opportunities and adapting to changing conditions worldwide.

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Question 5

Free

True/False

Cultural diversity eases the process of sharing information,technology,and innovations between the home office and foreign outposts.

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Question 6

True/False

The new principles of management require a focus on outcomes and results,not just numbers and compliance.

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Question 7

True/False

Diversity in a group in terms of expertise,gender,age,and background,leads to the problem of groupthink.

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Question 8

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The "make" decision is useful when it is too difficult to predict exactly which skills will be needed in the future.

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Question 9

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Rewards need to be linked to performance so that employees are naturally inclined to pursue outcomes that will earn rewards and further the organization's success at the same time.

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Question 10

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A "right" worker is one who not only understands the job but whose goals and aspirations match those of the company.

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Question 11

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Employees want projects that engage their heads as well as their hearts.

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Question 12

True/False

Most preemployment assessment tests measure sexual orientation,health-related issues,and age.

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Question 13

True/False

Studies show that most firms select expatriate managers on the basis of a global mind-set rather than on the basis of technical expertise.

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Question 14

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Paying a wage is a standard practice,and therefore the competitive advantage can come only by paying a higher amount.

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Question 15

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Nonmonetary pay refers to benefits that don't involve tangible value.

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Question 16

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Strategic metrics are the easiest to measure and include counting the number of new people hired,fired,transferred,and promoted.

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Question 17

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Typical ratios associated with strategic metrics include the training cost factor and training cost percentage.

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Question 18

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Companies that measure intangibles such as employee performance,innovation,and change perform better than companies that don't use such metrics.

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Question 19

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A company should invest equally in training for all jobs rather than disproportionately investing more in developing people in the key strategic jobs on which the company's success is most dependent.

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Question 20

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By assigning metrics to the HRM activities,managers can ensure they are working toward the strategic objectives of the organization.

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