International Management Final

Front 1

European Union

Back 1

A political and economic community consisting of 28 member states.

Front 2

Globalization

Back 2

The process of social, political, economic, cultural, and technological integration among countries around the world

Front 3

International Management

Back 3

Process of applying management concepts and techniques in a multinational environment and adapting management practices to different economic, political, and cultural concepts.

Front 4

Management

Back 4

The process of completing activities efficiently and effectively with and through other people.

Front 5

Ministry of International Trade and Industry (MITI)

Back 5

A Japanese government agency that identifies and ranks national commercial pursuits and guides the distribution of national resources to meet these goals.

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MNC (Multi-national Corporation)

Back 6

A firm having operations in more than one country, international sales, and a nationality mix among managers and owners.

Front 7

North American Free Trade Agreement (NAFTA)

Back 7

A free-trade agreement between the US, Canada, and Mexico that has removed most barriers to trade and investment.

Front 8

Offshoring

Back 8

The process by which companies undertake some activities at offshore locations instead of in their countries of origin

Front 9

Outsourcing

Back 9

The subcontracting or contracting out of activities to external organizations that had previously been performed by the firm.

Front 10

World Trade Organization (WTO)

Back 10

The global organization of countries that oversees rules and regulations for international trade and investment.

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Culture

Back 11

Explains the variations in human thought processes in different parts of the world

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Ethnocentrism

Back 12

Reflects a sense of superiority. they believe that their ways of doing things are the best, no matter which cultures are involved.

Front 13

Geocentrism

Back 13

Reflects a belief that being responsive to local cultures and markets is necessary

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Individualism

Back 14

A social pattern that consists of loosely linked individuals who view themselves as independent of groups who are motivated by their own preferences, needs, rights, and contracts.

Front 15

Collectivism

Back 15

A social pattern that consists of closely linked individuals who see themselves as belonging to one or more groups and who are motivated by norms, duties, and obligations identified by these groups.

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Institutional Collectivism

Back 16

Concerned with the degree of identity those individuals have in regardto various institutions, particularly their own work organization.

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Masculinity

Back 17

Pertains to societies in which social gender roles are clearly distinct (i.e. men are supposed to be assertive, tough, and focused)

Front 18

Femininity

Back 18

Pertains to societies in which social gender roles overlap (i.e. both men and women are supposed to be modest, tender, and concerned with the quality of life)

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Objective Culture

Back 19

Things such as infrastructure of roads, architecture, patterns of music, food, and dress habits.

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Parochialism

Back 20

The belief that there is no way of doing things other than that found within one’s culture, that is, there is no better alternative.

Front 21

Power Distance

Back 21

The extent to which the less powerful members of institutions andorganizations within a country expect and accept that power is distributedunequally.

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Subjective Culture

Back 22

Components include the ways that people categorize experience, associations, beliefs, attitudes, self-definitions, role definitions, norms, and values. Helps people survive the various demands that are present in an ecological setting since they do not have to reinvent adaptive behaviors, but can imitate them or learn from previous generations.

Front 23

Chromatics

Back 23

The use of color to communicate messages

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Chronemics

Back 24

The way in which time is used in a culture

Front 25

Distributive Negotiations

Back 25

Bargaining that occurs when two parties with opposing goals compete over a set value

Front 26

Haptics

Back 26

Communicating through the use of bodily contact

Front 27

Integrative Negotiation

Back 27

Bargaining that involves cooperation between two groups to integrate interests, create value, and invest in the agreement

Front 28

Kinesics

Back 28

The study of communication through body movements and facial expression.

Front 29

Monochromic Time Schedule

Back 29

A time schedule in which things are done in a linear fashion. (I.e. manager will address issue A and then move on to issue B)

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Negotiation

Back 30

Bargaining with one or more parties for the purpose of arriving at a solution acceptable to all

Front 31

Nonverbal Communication

Back 31

The transfer of meaning through means such as body language and the use of physical space.

Front 32

Oculesics

Back 32

The area of communication that deals with conveying messages through the use of eye contact and gaze

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Polychromic Time Schedule

Back 33

A time schedule in which people tend to do several things at the same time and place higher value on personal involvement than on getting things done on time

Front 34

Charisma

Back 34

A special quality of interpersonal influence that some leaders possess and that enables their followers to develop respect and trust for their leader.

Front 35

Extrinsic Factor

Back 35

Concerned with the context of the workplace, such as the level of pay, working conditions, and fringe benefits

Front 36

Global Leadership

Back 36

Inquiring mind, integrity, the ability to manage uncertainty and tensions, and emotional connections with people throughout the company’s worldwide operation

Front 37

Implicit Perspective

Back 37

Focuses on the way subordinates perceive a leader

Front 38

Intrinsic Factor

Back 38

Concerned with opportunity for personal growth, development, and advancement, and they deal with the quality of work being performed.

Front 39

Meaning of Working (MOW) Study

Back 39

This study examined what working means to people in Japan, Yugoslavia, Israel, United States, Belgium, the Netherlands, Britain, and Germany

Front 40

Motivation

Back 40

The amount of effort that an employee is willing to put into work to accomplish an organizationally valued task

Front 41

Nurturant Leadership (India)

Back 41

Taking a personal interest in the well-being of each subordinate.

Front 42

Role Ambiguity

Back 42

Unclear expectations about how to perform the job

Front 43

Role Overload

Back 43

Excessive work

Front 44

Sheikocracy (Arab World)

Back 44

This style reflects and emphasis on hierarchical authority, personal connections, human relations, and conformity to rules and regulations based on the personality and power of those who made the rules.

Front 45

Transformational Leadership

Back 45

Focuses on the process of a leader using his or her charisma to inspire followers to go beyond their immediate self-interests for the good of the work group and the organization

Front 46

Act of State Doctrine

Back 46

All acts of other governments are considered to be valid by the U.S. courts, even if such acts are inappropriate in the United States.

Front 47

Collectivism

Back 47

The political philosophy that views the needs or goals of society as a whole as more important than individual desires

Front 48

Democracy

Back 48

A political system in which the government is controlled by the citizens either directly or through elections

Front 49

Doctrine of Comity

Back 49

Holds that there must be a mutual respect for the laws, institutions, and governments of other countries in the matter of jurisdiction over their own citizens.

Front 50

Foreign Corrupt Practices Act (FCPA)

Back 50

An act that makes it illegal to influence foreign officials through personal payment or political contributions

Front 51

Individualism

Back 51

The political philosophy that people should be free to pursue economic and political endeavors without constraint

Front 52

Nationality Principle

Back 52

A jurisdictional principle of international law, which holds that every country has jurisdiction over its citizens no matter where they are located.

Front 53

Principle of Sovereignty

Back 53

An international principle of law, which holds that governments have the right to rule themselves as they see fit.

Front 54

Protective Principle

Back 54

Holds that every country has jurisdiction over behavior that adversely affects its national security, even if that conduct occurred outside of the country.

Front 55

Socialism

Back 55

A moderate form of collectivism in which there is government ownership of institutions, and profit is not the ultimate goal.

Front 56

Territoriality Principle

Back 56

Holds that every nation has the right of jurisdiction within its legal territory.

Front 57

Totalitarianism

Back 57

A political system in which there is only one representative party, which exhibits control over every facet of political and human life.

Front 58

Complex Integration Strategy

Back 58

International companies are transforming their geographically dispersed affiliates and fragmented production, financial, and marketing systems into functionally integrated regional or global networks.

Front 59

Counterattack

Back 59

Establishing offshore assembly and manufacturing sites in Asia to lower their own production costs (United States).

Front 60

Ethnocentrism

Back 60

Represents an extreme orientation. These individuals look upon everything that originates from an organization’s home country as the best in the world.

Front 61

Geocentrism

Back 61

A world-oriented attitude, with no predisposition regarding degree of control or centralization

Front 62

Global Orientation

Back 62

A firm’s position in one competitive market is significantly affected by its competitive position in other markets

Front 63

Glocalization

Back 63

Thinking globally but acting locally

Front 64

Internationalization

Back 64

• Government and Political Forces

• Market Forces

• Technological Forces

• Competitive Forces

Front 65

Multi-domestic Orientation

Back 65

A company whose top management appreciates the importance of foreign operations to its overall profitability and competitive strength.

Front 66

Polycentrism

Back 66

Is an orientation that assumes countries have vast differences in their economic, political, and legal systems deriving from language, culture, and race

Front 67

Simple-Integration Strategy

Back 67

The integration of a few activities in the value chain among some or all affiliates of an international company

Front 68

Stand-Alone Strategy

Back 68

Each foreign affiliate is responsible for the performance of almost all required activities in the value chain in the host country.

Front 69

Transnational Orientation

Back 69

Companies attempt to balance the need to be responsive to host-country markets through adaptation of the product, marketing strategies, and management practices to suit local conditions with the need to obtain goal efficiency by linking and coordinating the dispersed operations.

Front 70

Centralization

Back 70

A management system in which important decisions are made at the top.

Front 71

Decentralization

Back 71

Pushing decision making down the line and getting the lower-level personnel involved.

Front 72

Formalization

Back 72

The use of defined structures and systems in decision making, communicating, and controlling.

Front 73

Global Area Division

Back 73

A structure under which global operations are organized on a geographic rather than on a product basis

Front 74

Global Function Division

Back 74

A structure that organizes worldwide operations primarily based on function and secondarily on product

Front 75

Global Product Division

Back 75

A structural arrangement in which domestic divisions are given worldwide responsibility for product groups

Front 76

Horizontal Specialization

Back 76

The assignments of jobs so that individuals are given a particular function to perform and tend to stay within the confines of this area.

Front 77

International Division Structure

Back 77

A structural arrangement that handles all international operations out of a division created for this purpose

Front 78

Joint Venture (JV)

Back 78

An agreement under which two or more partners own or control a business.

Front 79

License

Back 79

An agreement that allows one party to use an industrial property right in exchange for payment to the owning party

Front 80

Merger/Acquisition

Back 80

The cross-border purchase or exchange of equity involving two or more companies

Front 81

Mixed Organization Structure

Back 81

A structure that is a combination of global product, area, or functional arrangement

Front 82

Specialization

Back 82

An organizational characteristic that assigns individuals to specific, well-defined tasks

Front 83

Transnational Network Structure

Back 83

A multinational structural arrangement that combines elements of function, product, and geographic designs, while relying on a network arrangement to link worldwide subsidiaries

Front 84

Vertical Specialization

Back 84

The assignment of work to groups or departments where individuals are collectively responsible for performance

Front 85

Wholly Owned Subsidiary

Back 85

An overseas operation that is totally owned and controlled by an MNC.

Front 86

Balance-Sheet Approach

Back 86

An approach to developing an expatriate compensation package that ensures the expat is “made whole” and does not lose money by taking the assignment

Front 87

Cafeteria Approach

Back 87

An approach to developing an expatriate compensation package that entails giving the individual a series of options and letting the person decide how to spend the funds available

Front 88

Ethnocentric MNC

Back 88

An MNC that stresses nationalism and often puts home-office people in charge of key international management positions.

Front 89

Ethnocentrism

Back 89

The belief that one’s own way of doing things is superior to that of others.

Front 90

Expatriates

Back 90

Managers who live and work outside their home country. They are citizens of the country where the multinational corporation is headquartered.

Front 91

Geocentric MNC

Back 91

An MNC that seeks to integrate diverse regions of the world through a global approach to decision making.

Front 92

Home – Country Nationals

Back 92

Expatriate managers who are citizens of the country where the multinational corporation is headquartered

Front 93

Host – Country Nationals

Back 93

Local managers who are hired by MNC.

Front 94

Inpatriates

Back 94

Individuals from a host country or third-country nationals who are assigned to work in the home country

Front 95

Localization

Back 95

An approach to developing an expatriate compensation package that involves paying the expat salary comparable to that of local nationals.

Front 96

Lump-Sum Method

Back 96

An approach to developing an expatriate compensation package that involves getting that expat a predetermined amount of money and letting the individual make his or her own decisions regarding how to spend it.

Front 97

Polycentric MNC

Back 97

An MNC that places local nationals in key positions and allows these managers to appoint and develop their own people

Front 98

Regiocentric MNC

Back 98

An MNC that relies on local managers from a particular geographic region to handle operations in and around that area

Front 99

Regional System

Back 99

An approach to developing an expatriate compensation package that involves setting a compensation system for all expats who are assigned to a particular region and paying everyone in accord with that system.

Front 100

Repatriation

Back 100

The return to one’s home country from an overseas management assignment

Front 101

Repartition Agreements

Back 101

Agreements whereby the firm tells an individual how long he or she will be posted overseas and promises to give the individual, on return, a job that is mutually acceptable

Front 102

Third-Country Nationals (TCNs)

Back 102

Managers who are citizens of countries other than the country in which the MNC is headquartered or the one in which they are assigned to work by the MNC

Front 103

Transition Strategies

Back 103

Strategies used to help smooth the adjustment from an overseas to a stateside assignment

Front 104

Corporate Governance

Back 104

The system by which business corporations are directed and controlled.

Front 105

Corporate Social Responsibility (CSR)

Back 105

The actions of a firm to benefit society beyond the requirements of the law and the direct interests of the firm.

Front 106

Fair Trade

Back 106

An organized social movement and market based approach that aims to help producers in developing countries obtain better trading conditions and promote sustainability

Front 107

Nongovernmental Organizations (NGOs)

Back 107

Private, not-for-profit organizations that seek to serve society’s interests by focusing on social, political, and economic issues such as poverty, social justice, education, health, and the environment.

Front 108

Sustainability

Back 108

Development that meets current needs without harming the future.