CUSTOMER_CODE
SMUDE
DIVISION_CODE
SMUDE
EVENT_CODE
JULY15
ASSESSMENT_CODE BB0027_JULY15
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
1910
QUESTION_TEXT
Briefly explain the organisation characteristics of MNCs.
1.Organisational structure
2.Characteristics of formalization
SCHEME OF EVALUATION
3.Specialization
4.Centralisation
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
1913
QUESTION_TEXT
Explain the general categories of communication that are especially
important to communication in international business.
SCHEME OF
EVALUATION
The general categories of communication that are especially
important to communication in international business are:
1.Kinesics (2 ½ marks)
•Oculesics
•Haptics
2.Proxemics (2 ½ marks)
•Intimate distance
•Personal distance
•Social distance
•Public distance
3.Chronemics (2 ½ marks)
4.Chromatics (2 ½ marks)
[The above said points have to be discussed in detail]
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
73206
QUESTION_TEXT
Analyse the communication barriers.
Communication is the process of transferring meanings from sender
to receiver. The sender of a message will determine what he or she wants to
say and then encode the message to convey his or her meanings. The
communiqué then is transmitted using some medium such as telephone, email
or face to face verbal interaction. Finally the message is decoded and
interpreted by the receiver. Two–way process. Reverse flow means feedback.
Distortions called noise. 2M
There are number of barriers in the communication especially the
upward flow. It is the transfer of information from subordinate to superior. The
robust world economy id well connected electronically and psychologically.
Many companies are MNCs (a firm having operations in more than one
country). Regardless of the culture of MNCs home country the manager needs
to have knowledge of other plants/offices enabling effective communication.
Important barriers include 2M
SCHEME OF
EVALUATION
Language barriers: knowledge of
the home country’s language is important. Written communication is also
important, if a manager do not understand the language that is used locally it is
likely that they will make wide assortments of errors. Ability to speak the
language used at MNC headquarters isn’t enough. 2M
Cultural barriers: can affect communication in a number of ways :
Cultural values: lot of work related behaviour or actions
are due to difference in cultural values. why are many European workers
unwilling to work in the night shifts. Etc.
Misinterpretation : cultural differences can cause
misinterpretation both in how others see expatriate managers and in how the
latter see themselves. Culture even affects day–to–day activities of corporate
communications. 2M
Perception barriers: perception is
a person’s view of reality. How people see reality can vary and will influence
their judgement and decision making. In international management when one
person uses words that are interpreted in different way by the other. Perception
influences communication when it deals with how individuals ‘see’ themselves
and others. Another reason for perception problems is accounted for by non
verbal communication which is transfer of meaning through body language. 2M
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
73207
QUESTION_TEXT
Elaborate Hofstede’s four dimensions of cultural analysis with examples.
Geert Hofstede a researcher from Netherland was an expert on cross ultural
differences and management. Hid definition of culture is the collective
programming of the mind which distinguishes the members of one human
group from another. Culture according to him includes systems of values and
values are among the building blocks of culture. He isolated four dimensions of
culture that he claimed summarized different cultures viz, power distance,
uncertainty avoidance, individualism vs. Collectivism and masculinity vs.
Femininity. 2M
SCHEME OF
EVALUATION
Power distance (orientation towards authority)dimension focus on how a
society deals with the fact that people are unequal in physical and intellectual
capabilities. High power distance cultures were found in countries that let
inequalities grow over time into inequalities of power and wealth. E.g. low
power distance North America, Germany. High power distance: African
countries. 2M
Individualism vs. Collectivism focuses relationship between the individuals and
his or her fellows. In individualist societies the ties between individuals were
loose and individual achievement and freedom were highly valued. 2M
E.g. individualistic cultures : the United States, Great Britain, Australia.
Collectivist societies: Colombia, Pakistan, Venezuela
uncertainty avoidance (desire for stability) dimension measured the extent to
which different cultures socialized with their members into accepting ambiguous
situations and tolerating uncertainty. High uncertainty avoidance cultures
placed a premium on job security, career patterns, retirement benefits and so
on. High uncertainty avoidance countries: Japan, Africa2M
Low uncertainty avoidance cultures: China
Masculinity and femininity (assertive and relational)dimension looked at
relationship between gender and work roles. In masculine cultures sex roles
were sharply differentiated and traditional masculine values such as
achievement and the effective exercise of power determined cultural ideals.
High Masculine cultures are Japan, Mexico and high feminine cultures are
Denmark, Sweden2M
QUESTION_TYPE
DESCRIPTIVE_QUESTION
QUESTION_ID
73208
QUESTION_TEXT
What are the basic organisational structures? Point out the advantages and
disadvantages of global area division structure.
SCHEME OF
EVALUATION
Organisational structure is the typical hierarchical
arrangement of lines of authority, communication and rights and duties of an
organisation. Design of the organisation usually changes with the operations.
Basic organisation structures are : product organisation, global area division,
Global functional division, matrix structure, decentralized business unit
structure, strategic business unit structure, transnational global network
structures and mixed organisation structure. 2M
Product organisation: structural arrangement in
which domestic divisions are given worldwide responsibility for product group.
Global area division: the functions are grouped into departments based on
activities performed in different geographic areas. firm with high marketing
orientation and low technology products use this structure. Global functional
division : major functions are the focus. 2M
Matrix function: allows local subsidiaries to develop
products but at core centralised. Decentralised BU: based on product lines.
SBU structure: grouped in SBU each has strategies related to. Transnational
structure combines elements of functions, products and geographic design
while relying on network arrangement with subsidiaries. 2M
Advantages : decentralisation:
authority and responsibility and therefore performance accountability is
delegated directly to regional office. Better product/service: better deigned to
climatic and cultural needs of the region. Adoption: better able to adopt then
local needs, better response to technical needs, Pinpointing of profits, losses
easy, Maximisation of functional cooperation and regional experience2M
Disadvantages: duplication of
functions and costly application, lack of specialisation; conflicts between local
and global objectives; uniformity of quality difficult; managers have only
localised expertise; weak worldwide product emphasis and technical
knowledge.; policy barriers; weak communication; technology transfer
barriers2M
QUESTION_TYP
DESCRIPTIVE_QUESTION
E
QUESTION_ID
103626
QUESTION_TEX
What do you mean by Matrix structure? Explain its advantages.
T
SCHEME OF
EVALUATION
Is a structure that allow for highly decentralized decision making and
development while simultaneously maintaining a centralized corporate
strategy and
vision
(2
Marks)
Advantages
1.
Co ordination and co operation across the subunits enable firm
tousle its overall resource efficiency and to respond well to
global competition.
2.
Overall corporate performance is highlighted.
3.
Many internal conflicts are resolved at the lowest possible level
4.
and
Specialized skills and knowledge can be made available to
project.
5.
Motivation can be improved
6.
are
The strengths of functional and divisional departmentalization
combined
7.
Technical and market perspective are brought together
8.
Provides champion for needed projects.
Marks)
(8