Select the two major causes of change that managers must address.

It is the development and observation of the increasing international and cross-national nature of everything from politics to business.

It required effective management to build major monuments and an extensive network of roads and viaducts.

Are found in the Industrial Revolution, which began in England in the mid-eighteenth century.

Involves estimating future conditions and circumstances and, based on these estimations, making decisions about the work of the manager and for all employees for whom she or he is responsible.

It involves identifying the appropriate structure of relationships among positions, and the people occupying them, and linking that structure to the overall strategic direction of the organization.

It is the process of attempting to influence other people to attain the organization’s objectives. It heavily involves leading and motivating those for whom the manager is responsible.

The essence of this function is to regulate the work of those for whom a manager is responsible.

This type of planning addresses strategic actions designed to achieve the organization’s long-range goals.

This type translates strategic plans into actions designed to achieve specific and shorter-term goals and objectives.

This type identifies the actions needed to accomplish the goals of particular units of the organization or particular product lines in their respective markets.

This dimension of management refers to what the holder of a particular managerial position must do.

These are factors that limit a manager’s response to various demands.

This dimension underscores the fact that despite demands and constraints, managers always have the opportunity to exercise discretion.

It involve having specialized knowledge about procedures, processes, and equipment, and include knowing how and when to use that knowledge.

It refers to a set of abilities that enable effective communication and interaction with others in a variety of settings.

This skills such as logical reasoning, judgment, and analytical abilities are a relatively strong predictor of managerial effectiveness.

This approach focuses on consequences of an action.

You try to make decisions that result “in the greatest good."

This approach focuses on an examination of the moral standing of actions independent of their consequences.

According to this approach, some things are just “right” or “wrong,” independent of consequences.

This was imperative to “do unto others as you would have them do unto everyone, including yourself.”

It focuses on the equity of process and outcomes.

Describes as managers ascribing to ____________ distribute rewards and punishments equitably based on performance.

Managers ascribing to ___________ make sure that people affected by managerial decisions consent to the decision-making process and that the process is administered impartially.

The main thesis of ____________ is that if distributive justice and procedural justice fail or are not followed as they should be, then those hurt by the inequitable distribution of rewards should be compensated.

The efficiency perspective argues that the self-interests of the owner are best achieved by serving the needs of society.

In most large organizations today, the manager is not the owner.

Managers should “conduct business in accordance with [owners’] desires, which will generally be to make as much money as possible while conforming to the basic rules of society, both those embodied in law and those embodied in ethical custom.

It is an employee who discloses illegal or unethical conduct on the part of others in the organization.

The company must repeatedly communicate the code in memos, company newsletters, videos, and speeches by senior executives over a period of time if people are to embrace and internalize the message.

For the code of ethical conduct to be effective, people will likely need __________.

Refers to the flow of goods and services, capital (money), and knowledge across country borders.

Refers to the flow of goods and services, capital (money), and knowledge across country borders.

Consists of a country’s rules, policies, and enforcement processes.

It is a learned set of assumptions, values, and beliefs that have been accepted by members of a group and that affect human behavior.

Tend to have the weakest and less-developed economies.

Examples: Sudan and El Salvador

They often have rapidly growing economies and their capital markets tend to be young and underdeveloped.

Examples: China and India

It tends to be larger and have more effective capital markets.

Examples: USA, Countries in Western Europe.

It represents the extent to which people in a country value masculine and feminine traits.

It is the extent to which people’s identities are self-oriented and people are expected to take care of themselves and immediate families.

It is the extent to which a person’s identity is a function of a group(s) to which the person belongs and the extents to which group members are expected to look after each other.

It is the extent to which cultures differ which are then need to clarify or can tolerate ambiguity.

It is the extent to which people accepts power and authority differences among people.

It involves manufacturing products in a firm’s home country and shipping them to a foreign market.

It allow a local firm in the new market to manufacture and distribute its product.

A strategic alliance is a cooperative arrangement between two firms in which they agree to share resources to accomplish a mutually desirable goal.

When a company creates a wholly owned subsidiary in a foreign country, it makes a direct investment to establish a business that it solely owns and controls.

3 Different approaches in managing international operations are listed below except one:

In a globally focused organization, the firm’s home office makes major strategic decisions.

In an organization using a region–country focus, the primary authority to determine competitive strategy rests with the managers of its international subsidiary based in a region of the world or a specific country.

In these organizations, strategic decisions are decentralized. Nonetheless, the organizations usually try to achieve global efficiency by having their subsidiaries share resources.

A