BUS 325 Week 5 Quiz – Strayer
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Quiz
4 Chapter 4
CHAPTER
4: IHRM in Cross-Border Mergers & Acquisitions, International Alliances and
SMEs
TRUE/FALSE
1. A merger of two companies can be depicted by
Company A and Company B form Company C.
2. In an acquisition a new company is formed
with a new identity and operation.
3. During most merger and acquisition processes
top management retention is very high due to benefits of operating a foreign
company.
4. Identifying and assessing culture issues in
an HR activity is the due diligence phase of merger and acquisition.
5. The strongest HR involvement takes place in
the first two phases of the merger and acquisition phases.
6. Company relationships are not considered a
resource in an HR function in a merger and acquisition strategy.
7. A tangible asset is money and people.
8. The command of the partners’ language is
mainly a requirement for Eastern managers.
9. Performance related pay is more popular in
Germany than the USA.
10. An exchange rate advantage is not a factor in
considering a merger and acquisition strategy in a given country.
11. Parent companies in an international joint
venture do not have a separate legal identity.
12. Gaining knowledge of both local business
conditions and the research and development capabilities of the potential joint
venture partner is a reason to enter into an international joint venture.
13. SMEs constitute the backbone of the Asia
Pacific region.
14. Values shape employee’s priorities and
decision making.
15. In the USA more than 80 per cent of total
employment is with organizations with less than 20 employees.
16. Less qualified employees are employed by
small to medium enterprises because they do not meet recruitment requirements
of large organizations.
17. Financial participation programs are offered
to small to medium enterprises to increase the manager identification with the
firm.
18. In small to medium enterprises cross cultural
training for expatriates is usually conducted as in-house training seminars.
19. HR activities can become a significant drain
on managerial time and resources in an international small to medium
enterprise.
20. Small to medium firms have as much experience
operating in a variety of different countries as large organizations.
MULTIPLE
CHOICE
1. Cross-border alliances are:
a.
|
Cooperative
agreements between two or more firms from a different national background
|
b.
|
Investment in which profits and other responsibilities
are assigned
|
c.
|
Agreement
between 2 companies to join their operations
|
d.
|
Multinational
attempting to integrate its operations across more than one dimension
|
2. A characteristic of a non-equity cross border
alliance is:
a.
|
One
which establishes subsidiaries thru Greenfield investments or acquisitions
|
b.
|
The
purchase of shares of an enterprise in a country other than its own
|
c.
|
No
other party has to provide financial contribution
|
d.
|
Each
party cooperates as a separate legal entity and bears its own liabilities
|
3. Equity modes of foreign operations car be
best described as:
a.
|
Selling
stock to a foreign country
|
b.
|
Involving
a foreign direct investor purchase of shares of an enterprise in a country
other than its own
|
c.
|
Each
part contributes non-financial resources to the operation
|
d.
|
Shares
are listed on both countries stock exchange
|
4. A major reason to engage in a merger or
acquisition is to:
a.
|
Facilitate
the rapid entry into a new market
|
b.
|
Acquire
capital
|
c.
|
Build
prestige
|
d.
|
Learn
new technology
|
5. Typical HR problems arising in cross border
M&A involve all of the following EXCEPT:
a.
|
Lose
up to 20% of its executives
|
b.
|
Personnel
issues are neglected
|
c.
|
Failure
due to not producing intended results
|
d.
|
Insufficient
capital
|
6. The due diligence phase of a M&A is:
a.
|
Putting
all the planning into action
|
b.
|
An
in depth analysis of the benefits on the mergers
|
c.
|
The
plan to carry out the merger
|
d.
|
Designing
key talent retention programs
|
7. Integration planning phase of M&A are all
of the following except:
a.
|
Planning
and leading integration efforts
|
b.
|
Helping
the organization cope with change
|
c.
|
Defining
and organizational blueprint and staffing plan
|
d.
|
Advising
management on dealing with people issues
|
8. Advising management on dealing with people
issues normally occur in which M&A phase?
a.
|
Pre
M&A
|
c.
|
Integrations
planning phase
|
b.
|
Due
diligence phase
|
d.
|
Implementation
and assessment phase
|
9. One of the largest merges in history was
between:
a.
|
IBM
and Wang
|
c.
|
Ford
and Jaguar
|
b.
|
Chrysler
and Daimler Benz
|
d.
|
Lincoln
and Ford
|
10. What is defined as a factor which shapes
employees priorities and decisions made?
a.
|
Management
|
c.
|
Location
|
b.
|
Values
|
d.
|
Financial
|
11. Which of the following would not be considers
a resource?
a.
|
Money
|
c.
|
Brand
|
b.
|
People
|
d.
|
Regulations
|
12. Which expatriate role or characteristic is
found to be most important for a successful integration in a M&A activity?
a.
|
Prior
work experience with a country
|
c.
|
A
manager’s industry experience
|
b.
|
Language
skills
|
d.
|
Creative
analytical skill
|
13. Performance-related pay is more popular in
which country?
a.
|
Germany
|
c.
|
France
|
b.
|
USA
|
d.
|
Japan
|
14. Which country tends to have the longest recruitment
period?
a.
|
USA
|
c.
|
Japan
|
b.
|
Germany
|
d.
|
UK
|
15. A perceived “ unaffordable luxury” in SMEs
is:
a.
|
Training
|
c.
|
Environmental
upgrades
|
b.
|
Research
|
d.
|
Change
facilitator
|
16. An International joint venture is defined as:
a.
|
One international
company buys another company and combines the operations into a
different company
|
b.
|
One
international company purchases another company and integrates operations
into its company
|
c.
|
Separate
international companies in which the headquarters or controlling parent is
outside of the country of operations
|
d.
|
Two
companies purchasing a third company in order to operate in another country
|
17. Shortage of working capital to finance
exports is a top barrier to access international markets in:
a.
|
EEA
|
c.
|
SMEs
|
b.
|
IJV
|
d.
|
HR
|
18. M&A conceptual tool which converts
resources into valuable goods and services is:
a.
|
Values
|
c.
|
resources
|
b.
|
Processes
|
d.
|
experience
|
19. The HR managers role as an innovator in a IJV
means:
a.
|
Create
a win-win situation by sharing rather than competing between entities
|
b.
|
Taking all stake holders needs into account
|
c.
|
Conceptualize
and implement new strategies
|
d.
|
Identify
talent for executing IJV strategies and adapt to changes
|
20. IJV positions called “functional gatekeepers”
:
a.
|
Provide
a governmental regulation function
|
b.
|
Control
the public relations aspects of an IJV
|
c.
|
Allow
functional resources to be inventoried freely
|
d.
|
Protect
their firms assets in specific functional areas
|
21. Which companies have a difficult challenge to
enter foreign markets?
a.
|
Conglomerate
|
c.
|
Partnerships
|
b.
|
Small
to medium companies
|
d.
|
Chinese
based firms
|
22. Internationalization process theory suggest
which person has the most impact on internationalization process of a small to
medium enterprise (SME):
a.
|
Owner/Founder
|
c.
|
Investors
|
b.
|
Exporters
|
d.
|
HR
manager
|
23. All of the following are characteristic of a
SME human resource development EXCEPT:
a.
|
Training
and development are short term oriented
|
b.
|
Tacit
knowledge related to the specific context of the firm
|
c.
|
Informal
learning approach
|
d.
|
No
motivation to report and share information
|
24. An option for SMEs to improve Human Resource
related issues rapidly is to:
a.
|
Outsource
the HR department
|
b.
|
Rely
less on the resources
|
c.
|
Send
managers to external training institutions
|
d.
|
Fire
the weaker employees
|
25. A major difference between merger ,
acquisition and international joint venture is:
a.
|
Licensing
a product
|
c.
|
Ownership
identification
|
b.
|
Government
regulations
|
d.
|
The
nations involved
|
26. Learning in small to medium (SME)
international firms is characterized by:
a.
|
Reliance
on local and national agencies
|
b.
|
The
use of family contacts exclusively
|
c.
|
The
use of formal and informal business networks
|
d.
|
An
overreliance on formal networks
|
27. In their “partnership role” supporting an
International Joint Venture, HR managers must:
a.
|
Conceptualize
and implement new strategies involving
communication and cooperation with new partners
|
b.
|
Identify
talent sources for executing International Joint Venture strategy
|
c.
|
Take
all stakeholders’ needs into account and show a thorough understanding of the
business and the markets
|
d.
|
Take
the properties of the parent company almost exclusively
|
28. The European Commission’s definition of SME
is which of the following?
a.
|
Small
company with less than 50 employees
|
b.
|
Medium
company with less than 500 employees
|
c.
|
Small
balance sheet with less than 25 million in assets
|
d.
|
Medium
balance sheet with less than 75 million in assets
|
29. Many international joint ventures (IJV ) fail
in the long-term due to:
a.
|
Changing
market conditions
|
b.
|
Inadequate
attention to market synergies
|
c.
|
Lack
of interest in the human resource management and cross-cultural management
aspects of IJV
|
d.
|
The
failure to restructure the IJV appropriately
|
30. The best way to address intercultural
conflicts is to:
a.
|
Ignore
the conflicts as they will diminish with time
|
b.
|
Have
local country experts to interpret these conflicts
|
c.
|
Take
explicit measures to build and maintain the identity of the IJV organization
|
d.
|
Let
the two sides battle it out and the stronger of the two will prevail
|
SHORT
ANSWER
1. What are the two equity based forms of
cross-border alliances? Describe each
function.
2. What is the difference between merger and
acquisition?
3. What are the four phases of M&A and what
happens at each phase?
4. There are three conceptual tools between
business strategy and HR strategy. What are these tools?
5. Why would a company enter into an
international joint venture?
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