Corporate Social Responsibility and Its Importance

  

CSR is a self-regulatory business model that enables a company to be socially responsible to its stakeholders,  itself, and the broader public. A company's goal is to operate sustainably and ethically while considering its environmental and societal effects. This involves considering human rights in mind, as well as the neighborhood, ecosystem, and society in which it operates. CSR includes staff volunteerism, the creation of philanthropic funds, and the rewriting of ethical guidelines to go the additional mile.

CSR is important not just for the community, but also for enterprises. Personnel and firms may create a stronger bond as a result of CSR projects, which may boost satisfaction and make workers and management feel more connected to the world. To win and keep clients, businesses must also pay attention to what matters to them. Clients are more likely to stick with a business if they believe it is implementing its ideas into action by supporting the environment and society.

As noted by professional assignment writers, businesses cannot afford to ignore CSR activities. When it comes to choosing who to purchase from, most individuals place a high value on brands and reputation. Consumers are growing more aware of the importance of social responsibility and are actively seeking out products from ethical businesses. CSR means that the corporation is concerned about issues that impact society as a whole, rather than just those that influence its bottom line. As a result, declining to participate in CSR damages the company's reputation.

   

Get help at professional assignment writers

1. Question :

(Learning Outcome 1) The term ________ refers to any person in an organization without regard to that individual's role in it.

Student Answer:  management

                   

      member   manager

 

union

 

Instructor  Page Ref: 4

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 2. Question :

(Learning Outcome 1) Effective managers ________.

Student Answer:  accept existing resource limits and levels of employee 

 

motivation

use resources to maximize the achievement of the 

      

organization's goals

prefer working alone rather than with groups or other 

 

individuals

let subordinates evaluate people's skills before selecting 

 

  

the best candidate

 

Instructor Explanation:

Page Ref: 6

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

3.

(Learning Outcome 1) Douglas McGregor is best known for promoting ________ leadership practices in which positive leadership can bring forth greater efforts and levels of achievement from employees.

Student Answer:  Theory Y

 

Theory X

      

ERG theory

 

Theory Z

 

Instructor  Page Ref: 10

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 4. Question :

(Learning Outcome 1) Of the four major functions of a manager, ________ involves systematically integrating resources to accomplish tasks.

Student Answer: organizing

      

directing

 

planning

 

auditing

 

Instructor  Page Ref: 11

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

5.

(Learning Outcome 1) According to Mintzberg's theory of managerial functions, ________ roles include acting as an entrepreneur, a disturbance handler, a resource allocator, and a negotiator.

Student Answer: decisional

      

interpersonal

 

informational

 

leader

 

Instructor  Page Ref: 15-16

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 6. Question :

(Learning Outcome 1) Which of the following roles is a decisional role?

Student Answer:  spokesperson

 

monitor

 

      negotiator   disseminator

 

Instructor  Page Ref: 16

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

7.

(Learning Outcome 1) According to Rosemary Stewart, ________ involve(s) activities or duties that must be accomplished and standards or levels of minimum performance that must be met.

Student Answer:  constraints

 

planning

 

      demands   choices

 

Instructor  Page Ref: 18

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

More at https://assignmenthelpsite.com/exegetical-research-paper-help-service/ 

Question 8. Question :

(Learning Outcome 1) ________ involve having specialized knowledge about procedures, processes, and equipment.

Student Answer:  Interpersonal skills

 

Technical skills

      

Conceptual skills

 

Verbal skills

 

Instructor  Page Ref: 19

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

9.

(Learning Outcome 2) Provide an example of how conditions and events of a particular time period shaped the managerial approaches that emerged during or around that period.

  

Student Answer:

 

Instructor   Explanation:

Students could cite the new technology that drove the industrial   revolution, the need for organization that was emphasized by the railroads as   they grew larger and ever more complex, or the different approaches to   systems theory – open and closed—that resulted from the different   environmental conditions faced by organizations in the 1950 to early 1960s   and in from the later 1960s on.

                                                         

   

      

Points Received:

      

(

      

not graded

      

)

      

      

Comments:

 

Question 10. Question :

(Learning Outcome 3) ________ is the view that your perspective is correct and the views of people in other cultures are inferior.

Student Answer: Ethnocentricity

      

Universality

 

Polycentricity

 

Regiocentricity

 

Instructor  Page Ref: 30

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 11. Question :

(Learning Outcome 3) An executive who justifies paying a bribe because it allows his company to provide the greatest good for the greatest number of people adheres to the ________ approach to ethical decision making.

   

Student Answer:  justice

 

moral rights

 

universal

 

utilitarian

      

Instructor  Page Ref: 31

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 12. Question :

(Learning Outcome 3) According to the universal approach to ethical decision making, managers must first determine whether a course of action can apply to all people in all situations, then ask themselves whether ________.

Student Answer:  the act has moral significance in the community

 

the costs and benefits of the act can be equitably 

 

distributed

the rewards of the act can be equitably distributed

 

they would want the same rule applied to themselves

      

Instructor  Page Ref: 32

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 13. Question :

(Learning Outcome 3) The moral intensity of an issue rises and falls depending on how likely people think the consequences are. This is known as ________.

Student Answer:  proximity

 

temporal immediacy

 

      probability of effect   concentration of effect

 

Instructor  Page Ref: 34

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 14. Question :

(Learning Outcome 3) Actions that benefit shareholders but harm the other stakeholders would be viewed as ________ from the efficiency perspective but ________ from the social responsibility perspective.

Student Answer: managerially responsible; socially irresponsible

      

socially responsible; managerially irresponsible

 

socially irresponsible; managerially responsible

 

managerially irresponsible; socially responsible

 

Instructor  Page Ref: 41

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 15. Question :

(Learning Outcome 3) Corporations react to the various pressures and constituencies connected to the topic of social responsibility in different ways. ________ firms make changes when they feel that pressure from constituencies is sufficient such that nonresponsiveness could have a negative economic impact on the firm.

Student Answer:  Accommodator

 

Anticipator

 

Reactor

      

Defender

 

Instructor  Page Ref: 41

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 16. Question :

(Learning Outcome 3) When managers look at social issues in general terms of the extent to which they are problematic they are following the ________ approach to strategic corporate social responsibility.

Student Answer:  outside-in

 

inside-out

 

inside-in

 

outside-out

      

Instructor  Page Ref: 44

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 17. Question :

(Learning Outcome 3) The Foreign Corrupt Practices Act 

   

prohibit payments to ________.

foreign shareholders

 

foreign officials

      

firm partners

 

competitors

 

Instructor  Page Ref: 49

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 18. Question :

(Learning Outcome 3) What is a globally focused organization?

  

Student   Answer:

 

Instructor   Explanation:

Companies must choose the manner in which they manage their   international subsidiaries. These choices carry important meaning for the   management and flow of resources and information throughout a company's   international operations. Of critical importance is the degree of autonomy   granted to individual subsidiaries to develop and implement their own   strategies. The home office can choose from three different approaches, one   of which is a global focus. 

In a globally focused organization, the firm's home office makes major strategic decisions. Thus, the global organization has centralized authority, and the international subsidiaries usually follow the same or a similar strategy in each of their markets. These organizations normally attempt to market a relatively standardized product across geographic markets. Such an approach provides economies of scale and helps to manage costs and thereby enhance profits. Thus, it helps firms to gain returns on innovative products developed in the home country market, especially firms that compete in markets where price is a critical competitive concern. In a globally focused organization, subsidiaries often share resources, allowing the most efficient allocation of resources throughout the company. Page Ref: 69

                                 

   

      

Points Received:

      

(

      

not graded

      

)

 

                                             

   

      

Comments:

 

Question 19. Question :

(Learning Outcome 4) Describe operational plans and their importance for an organization.

  

Student   Answer:

 

Instructor   Explanation:

Operational plans translate tactical plans into specific   goals and actions for small units of the organization. They typically focus   on the short term, usually 12 months or less. These plans are less complex   than strategic and tactical plans and rarely have a direct effect on other   plans outside of the department or unit for which the plan was developed.   Research has shown that formal plans for units or teams have effects on the   long-range success of these groups. Therefore, as short term and less   complex, they remain highly important. Page Ref: 113

                                                         

   

      

Points Received:

      

(

      

not graded

      

)

      

      

Comments:

 

Question 20. Question :

(Learning Outcome 4) ________ serve as the future "end states" targeted by its managers.

Student Answer:  Tactics

 

Strategies

 

Objectives

      

Plans

 

Instructor  Page Ref: 113

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 21. Question :

(Learning Outcome 4) Which of the following business plans 

     has the broadest scope? strategic plans tactical plans

 

operational plans

 

directional plans

 

Instructor  Page Ref: 113

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 22. Question :

(Learning Outcome 4) The planning responsibilities of functional-level managers largely focus on the development of ________ plans.

Student Answer:  tactical

 

strategic

 

      operational   corporate

 

Instructor  Page Ref: 116

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 23. Question :

(Learning Outcome 4) The final element in the planning 

   

     process involves ________. monitoring outcomes implementing plans

 

assessing the firm's external environment

 

measuring objectives and assigning priorities

 

Instructor  Page Ref: 123

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 24. Question :

(Learning Outcome 4) ________ is a term that refers to the tool used to quantify and allocate resources to specific activities.

Student Answer: Budget

      

Contingency plan

 

Benchmarking

 

Accounting

 

Instructor  Page Ref: 124

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 25. Question :

(Learning Outcome 4) A(n) ________ specifies the amount of money the manager is authorized to spend and what items can be purchased or what expenses are allowed.

proposed budget

 

approved budget

      

operational budget

 

capital budget

 

Instructor  Page Ref: 125

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 26. Question :

(Learning Outcome 4) The concept of ________ is the ability of a firm to provide value to customers that exceeds what competitors can provide.

Student Answer:  strategic management

 

distinctive competence

 

      competitive advantage   core competence

 

Instructor  Page Ref: 83

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 27. Question :

(Learning Outcome 4) Which of the following is the first step in

     the strategic management process? determining strategic vision securing interim financing

 

establishing objectives

 

formulating strategy

 

Instructor  Page Ref: 85

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 28. Question :

(Learning Outcome 4) ________ involve a country's infrastructure, such as roads, telecommunications, air links, arable land, deep water harbors, mineral resources, forests, and climate.

Student Answer: Physical forces

      

Institutional forces

 

Sociocultural forces

 

Geopolitical forces

 

Instructor  Page Ref: 89

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 29. Question :

(Learning Outcome 4) The "Seven S" approach developed by 

McKinsey Consulting ________.

helps managers develop appropriate strategic alliances

 

allows managers to acquire, train, and develop personnel

 

provides instant access to and immediate knowledge of 

 

new markets

is perhaps the most widely used strategy implementation 

      

framework

Instructor  Page Ref: 101

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 30. Question :

(Learning Outcome 5) What is an organizational chart?

Student Answer:  

Instructor  An organizational chart uses labeled boxes and connecting lines to 

Explanation: illustrate relationships among units and lines of authority among 

supervisors and subordinates. While it can provide a view of an organization's structure, an organizational chart does not show the complete organizational structure. Page Ref: 134

                                                         

   

      

Points Received:

      

(

      

not graded

      

)

      

      

Comments:

 

Question 31. Question :

(Learning Outcome 5) ________ occurs when several groups, that are largely independent in their functions, collectively contribute to a common output.

Student Answer: Pooled interdependence

      

   

Cognitive interdependence

 

Sequential interdependence

 

Reciprocal interdependence

 

Instructor  Page Ref: 136

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 32. Question :

(Learning Outcome 5) ________ occurs when the outputs of one group become the inputs of another group.

Student Answer:  Pooled interdependence

 

Reciprocal interdependence

 

Cross-functional interdependence

 

Sequential interdependence

      

Instructor  Page Ref: 136

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 33. Question :

(Learning Outcome 5) The ________ consists of the unofficial but influential means of communication, decision making, and control that are part of the habitual way things get done in an organization.

Student Answer:  grapevine

 

      informal organization   information tunnel

 

interpersonal channel

 

Instructor  Page Ref: 139

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 34. Question :

(Learning Outcome 5) A ________ facilitates the use of modular products, each of which is different but which contain some of the same parts. Thus, modular parts are produced and assembled in different ways to produce several different products.

Student Answer:  regional structure

 

customer structure

 

matrix structure

 

division structure

      

Instructor  Page Ref: 146

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 35. Question :

(Learning Outcome 5) Within the context of the increasingly international environment in which organizations compete, contrast the global approach and the local approach to business.

Student   

Answer:

Instructor  A global approach involves the integration of activities on a coordinated, 

Explanation: worldwide basis. Firms are likely to use a global approach if the benefits 

gained from worldwide volumes, efficiencies, or economies of scale are significant. These benefits include economies of scale for production, greater leverage of high-cost distribution networks, and higher leverage of expensive R&D activities. In contrast, differences among countries and customer preferences are two key factors that drive companies toward a local approach. A local approach involves the tendency to differentiate activities country-by-country in order to meet the needs of the local markets. Firms often use a local approach when the benefits from location-specific differentiation and adaptation are significant and economies of scale are small. Page Ref: 157-158

                                                         

   

      

Points Received:

      

(

      

not graded

      

)

      

      

Comments:

 

Question 36. Question :

(Learning Outcome 5) Which of the following is a method of generating job candidates?

Student Answer:  job sharing

 

      job posting   job rotation

 

job analysis

 

Instructor  Page Ref: 173

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 37. Question :

(Learning Outcome 5) ________ skill development programs include a variety of skills and abilities, such as problem solving, decision making, planning, and organizing.

Student Answer:  Technical

 

Conceptual

      

Interpersonal

 

Motor

 

Instructor  Page Ref: 180

Explanation:

                                                         

   

      

Points Received:

      

2

      

of 

      

2

      

      

Comments:

 

Question 38. Question :

(Learning Outcome 5) What are graphic rating scales? What are their advantages and disadvantages?

  

Student Answer:

 

Instructor   Explanation:

One of the most popular methods of providing performance   feedback is through graphic rating scales. A graphic rating scale typically   lists a set of qualities upon which to evaluate the employee. The employee's   level of performance on each of these items is then rated in terms of a   graduated scale typically ranging from 1 to 5. The degree of specificity   concerning the definition of each point on the scale can range from one-word   descriptors (for example, 1 = poor) to complete sentences (for example, 1 =   Does not meet the minimum standards).

Advantages: Graphic ratings are popular for two main reasons. First, they are relatively quick and easy for managers to complete. Given that most managers must evaluate many employees and are typically not rewarded for writing up high-quality evaluations, they have a natural incentive to complete the evaluations as quickly as possible. Second, it is easy to quantify the results and compare employees' performance ratings.

Disadvantages: The characteristics being evaluated may not be clearly defined; thus, they are left to individual interpretation. Consequently, one manager might focus her interpretation of "interpersonal skills" on conflict resolution abilities, while another manager might focus his interpretation on listening skills. Given the two different interpretations, it is difficult to compare the employees evaluated by the two different managers. Furthermore, the two different managers might have different interpretations of the rating scale.  This answer was given by dissertation writing service professionals.

Page Ref: 182

                                 

   

      

Points Received:

      

(

      

not graded

      

)

 

                                             

   

      

Comments:

 

Question 39. Question :

(Learning Outcome 5) ________ usually involve(s) the termination of an employee for criminal behavior, such as theft of company property, or for violating the company's policies, such as sharing confidential information with its competitors.

Student Answer:  Layoffs

 

Furloughs

      

Firing for cause

      

Voluntary redundancy

 

Instructor  Page Ref: 187

Explanation:

                                                         

   

      

Points Received:

      

0

      

of 

      

2

      

      

Comments:

 

Question 40. Question :

(Learning Outcome 5) ________ may use selection criteria regarded as discriminatory, but do not constitute employment discrimination because they have a direct and material impact on job performance and outcomes.

Student Answer:  Graphic rating scales

 

      Bona fide occupational qualifications   Behaviorally anchored ratings scales

 

Cross-functional job rotations

 

Instructor  Page Ref: 191

Explanation:

                                 

   

      

Points Received:

      

2

      

of 

      

2

 

                                             

   

      

Comments:

 

Question 41. Question :

(Learning Outcome 6) Ibiz is an ad agency that specializes in creating advertisements targeted at kids. After a dip in profits, managers are planning to implement the SWOT analysis approach to understand where they are going wrong. Which of the following, if true, would suggest that the company should concentrate on its strengths?

Student Answer:  The barriers to entry for this industry are low and the 

 

bargaining power of suppliers is increasing.

The managers make sure that they get the best talent in 

 

the market, even if they have to pay a high price for it.

With access to technology, the firm is able to produce 

 

some of the best ads in the market.

Employees have become complacent after a few 

      

  

successful   campaigns, are highly demotivated and lack creativity.

 

Instructor Explanation:

Page Ref: 96

Question 1. Question :

(Learning Outcome 1) ________ is the process of assembling and using sets of resources in a goal-directed manner to accomplish tasks in an organization.

Student Answer:  Accounting

 

Management

      

Budgeting

 

Planning

 

Instructor  Page Ref: 4

Explanation:

                                                         

   

      

Points Received:

      

1

      

of 

      

1

      

      

Comments:

 

     
Question 2. Question :

(Learning Outcome 1) In the context of an organization, members are defined as ________.

Student Answer:  members of the labor union

 

the group of rank-and-file employees

 

the nonmanagerial employees

 

all employees

      

Instructor  Page Ref: 4

Explanation:

                                                         

   

      

Points Received:

      

1

      

of 

      

1

      

      

Comments:

 

Question 3. Question :

(Learning Outcome 1) The term manager refers to anyone who ________.

Question 1. Question :

(Learning Outcome 3) ________ is concerned with morality and standards of business conduct, especially among individuals.

Student Answer:  Social consensus

                        

   

        

      

Managerial ethics

      

      

      

Organizational      behavior

      

      

      

Earned value      management

      

      

Instructor 

      

Explanation:

      

Page Ref: 29

                                       

      

Points Received:

      

1

      

of 

      

1

      

      

Comments:

                                   

Question 2. Question :

     
(Learning Outcome 3) The ________ approach to ethical decision making focuses on the equity of processes and outcomes.

Student Answer:  universal

 

utilitarian

 

justice

      

  moral rights

 

   Instructor  Page Ref: 32

Explanation:

                                                         

   

      

Points Received:

      

1

      

of 

      

1

      

      

Comments:

                    

Question 3. Question :

(Learning Outcome 3) The moral intensity of an issue rises and

 

falls depending on how likely people think the consequences are. This is known as ________.

 

Student Answer:  proximity

      

temporal immediacy

 

      probability of effect   concentration of effect

 

                        

   

Explanation:

                                       

      

Points Received:

      

1

      

of 

      

1

      

      

Comments:

           
  Instructor  Page Ref: 34

                          

   

Explanation:

                                       

      

Points Received:

      

1

      

of 

      

1

      

      

Comments:

      

Question

      

      

4.

      

Question :

    (Learning Outcome 3) Corporations react to the various pressures and constituencies connected to the topic of social responsibility in different ways. Companies that are ________ tend to fight efforts that they see as resulting in greater restriction and regulation of their ability to maximize profits.

Student Answer:  accommodators

      

      defenders   reactors

 

anticipators

 

Instructor  Page Ref: 41

Question 5. Question :

(Learning Outcome 3) When managers look at social issues in general terms of the extent to which they are problematic they are following the ________ approach to strategic corporate social responsibility.

Student Answer:  outside-in

      

            inside-out inside-in outside-out

        

Instructor  Page Ref: 44

Explanation:

                                                         

   

      

Points Received:

      

1

      

of 

      

1

      

      

Comments:

 

Question 6. Question :

(Learning Outcome 3) The Foreign Corrupt Practices Act prohibit payments to ________.

                        

   

      

Student Answer:

      

      

foreign      shareholders

      

        

      

foreign officials

      

      

      

firm partners

      

      

      

competitors

      

      

Instructor 

      

Explanation:

      

Page Ref: 49

                                       

      

Points Received:

      

of 

      

1

      

1

      

      

Comments:

                 

Question 7. Question :

 (Learning Outcome 3) Explain the four prominent dimensions of national culture.

  

Student Answer:

Power distance is the   extend to which people accept power and authority differences among people.   It is not a measure of the extent to which a group has power and status   differences. Uncertainty avoidance is when cultures differ in the extent to 

which   they need things to be clear or ambiguous. Individualism is the extent to   which people's identities are selforiented and people are expected to take   care of themselves and their immediate families. And Gender focus represents   the extent to which people in a country value masculine or feminine traits.

 

Instructor Explanation:

 The four prominent dimensions of national culture are power   distance, uncertainty avoidance, individualism versus collectivism, and   gender focus. 

1.             
Power distance is the extent to which people accept power andauthority differences among people. Power distance is not a measure of the extent to which a group has power and status differences; most countries have richer and poorer citizens, and more and less powerful citizens. It does not suggest whether status and power differentials exist in a country; instead, it is the extent to which people in the country accept any differences. 

2. Cultures differ in the extent to which they need things to be clear or ambiguous. This dimension of culture has been labeled uncertainty avoidance. Groups that are high in uncertainty avoidance create structures and institutions to reduce uncertainty. Groups that are low in uncertainty avoidance are more comfortable in ambiguous situations and prefer fewer rules. 

3.     Individualism is the extent to which people's identities are selforiented and people are expected to take care of themselves and their immediate families. People from countries with high individual orientations exhibit high emotional independence from organizations or institutions and tend to recognize individual decisions and reward individual achievements. In contrast, collectivism is the extent to which a person's identity is a function of the group(s) to which he or she belongs and the extent to which group members are expected to look after each other. People from countries high in this dimension exhibit emotional dependence on the organizations and institutions to which they belong, emphasize group membership, and value collective decisions. 

 

4.   Gender focus represents the extent to which people value masculine or feminine traits. Countries emphasizing masculine traits value activities that lead to success, money, and possessions. Countries emphasizing feminine traits value 

                        

   

activities that      involve caring for others and enhancing the quality

      

of life. Page Ref:      63-64

                                       

      

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8.

      

Question :

                        

(Learning Outcome 3) Define and discuss the term cultural context.

  

Student Answer:

Cultural context is the   degree to which a situation influences behavior or perception of the   appropriateness of behaviors. 

There   is high and low context culture. In a high- context culture, the people pay   very close attention to any situation and its elements. In low-context   culture, situations may or may not affect what we consider appropriate   behavior.

 

Instructor Explanation:

Cultural context is the degree to which a situation   influences behavior or perception of the appropriateness of behaviors. In   high-context cultures, people pay close attention to the situation and its   various elements. Key contextual variables determine appropriate and   inappropriate behavior. In low-context cultures, 

                                                                                   
contextual variables have much less impact on determining appropriate behaviors. In summation, in low-context cultures, the situation may or may not affect what is considered appropriate behaviors; however, in high-context cultures, the context has a significant effect on this judgment. Page Ref: 70

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Question 9. Question :

(Learning Outcome 3) What problems can occur if a change   does not produce immediate result? Support your answer with an example.

 

Student Answer:

If a change does not produce immediate result than people   will return to their past pattern of habits and/or behavior. If I were to go   on a diet where I'm eating healthy and exercising daily and lose 10 pounds in   a two weeks. Then, I get excited with my weight and start slacking on my   eating and don't exercise as often my old habits come back and I weigh the   weight back.

 

Instructor Explanation:

 Lewin's research has confirmed that in the absence of reinforcement   people tend to return to their past pattern of habits or behavior. This is   especially true if the results from the 

change are slow in coming, which is the case with change 

 

                                                         

   

      

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10.

      

Question :

                   
initiatives of moderate or greater magnitude. This is in part why people have difficulty changing their diet or exercise habits. They want the envisioned changes in their fitness or appearance, but when those results are slow in coming, people often return to the old habits. The inconvenient truth is that most significant changes do not produce instant, positive consequences. As a consequence, managers that only pay attention to the first two phases of change tend to find that the overall change initiative fails to deliver the desired results because of problems in the third phase. Page Ref: 430

(Learning Outcome 3) What are the important things to remember while seeking to build support for a change? Write from the point of view of a manager/leader.

  

Student Answer:

As a manager/leader it is   important to be consistent with the change. A manager must determine who will   benefit from the 

change   and who will have power or influence over other. People who may be highly   influenced by others may not be agreeable to the change at first. People with   low influence over others can sometimes be supports.

 

Instructor Explanation:

While seeking to build up support for a change in the 

       organization a manager must consider a number of factors. First, it   involves determining the people who are more likely to be in favor of the   change. Second, it involves analyzing who has power or influence over others.   The ideal people to build early support with are those who come out high on   both criteria of agreeability and influence. This group is often referred to   as a leading coalition, a group of early supporters who are both favorably   inclined toward the change and can exercise influence over others toward the   change. People who have high influence over others but may not be agreeable   to the change at first can be potential supporters if they listen to and can   be influenced by the "high agreeable, high influence" group. People   who have high agreeability but low influence over others can be potential   supporters if there are many of them; their sheer numbers can provide support   and momentum for the change

                                          

   

      

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Question 1. Question :

     
(Learning Outcome 4-5-1) ________ serve as the future "end states" targeted by its managers.

                        

   

      

Student Answer:

      

      

Tactics

      

      

      

Strategies

      

        

      

Objectives

      

      

      

Plans

      

      

Instructor 

      

Explanation:

      

Page Ref: 113

                                       

      

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2.

      

Question :

                                

(Learning Outcome 4-5-2) Which of the following business plans has the broadest scope?

Student Answer: strategic plans

      

tactical plans

 

operational plans

 

directional plans

 

Instructor  Page Ref: 113

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Question 3. Question :

(Learning Outcome 4-5-2) Describe operational plans and their

   

importance for an organization.

  

Student Answer:

Operational plans are plans that translate tactical plans   into specific goals and actions for small units of the organization 

and   focus on the near term. Research has shown that the formal plans effects on   the long-range success. This plan is usually centered on departments or   smaller units of the organization which makes it very important and less   complex.

 

Instructor Explanation:

Operational   plans translate tactical plans into specific goals and actions for small   units of the organization. They typically focus on the short term, usually 12   months or less. These plans are less complex than strategic and tactical   plans and rarely have a direct effect on other plans outside of the department   or unit for which the plan was developed. Research has shown that formal   plans for units or teams have effects on the long-range success of these   groups. Therefore, as short term and less complex, they remain highly   important. Page Ref: 113

                                                         

   

      

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Question 4. Question :

(Learning Outcome 4-5-3) Developing tactical plans is typically the responsibility of ________.

Student Answer:  functional-level managers

 

      business-level managers   operational-level managers

 

corporate-level managers

 

Instructor  Page Ref: 116

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5.

(Learning Outcome 4-5-4) ________ typically identify key factors

that could affect the desired results and specify what different actions will be taken if changes in key events occur.

Student Answer:  Strategic plans

 

Operational plans

 

Contingency plans

      

Tactical plans

 

Instructor  Page Ref: 118

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Question 6. Question :

(Learning Outcome 4-5-5) A(n) ________ specifies the amount of money the manager is authorized to spend and what items can be purchased or what expenses are allowed.

Student Answer:  proposed budget

 

      approved budget   operational budget

 

capital budget

 

Instructor  Page Ref: 125

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7.

(Learning Outcome 4-4-1) Products of a company would 

________ when no other firms can have the capabilities needed to provide the same quality and quantity of products and services.

Student Answer:  have no market value

 

be a rarity

      

be difficult to imitate

 

be substituted easily

 

Instructor  Page Ref: 84

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Question 8. Question :

(Learning Outcome 4-4-2) Which one of the following is NOT included in a firm's mission statement?

Student Answer:  company philosophy

 

sources of revenues

      

principal products or services

 

customers and markets

 

Instructor  Page Ref: 86

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9.

(Learning Outcome 4) What is the purpose of a strategic 

   

vision?

  

Student Answer:

A strategic vision is a   plan that focuses on the broad future of the of the organization and   incorporate both external and 

environmental   demands and internal resources into managers' actions. It covers the major   aspects of the organization including its products, services, technology, and   human resources. The time horizon is typically 3-5 years.

 

Instructor Explanation:

The   strategic vision provides a view of the firm over the long term and what it   should achieve in the future. It is the heart of the firm's strategy and   strategic plan. In practice, an effective statement of strategic vision is   short and compelling and provides a general understanding of the   organization's aspirations while engendering passion among managers and other   organization members. The vision and mission are closely integrated. Page   Ref: 85

                                                         

   

      

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Question 10. Question by assignmenthelpsite.com :

(Learning Outcome 4-4-4) ________ involve a country's infrastructure, such as roads, telecommunications, air links, arable land, deep water harbors, mineral resources, forests, and climate.

Student Answer: Physical forces

      

Institutional forces

 

Sociocultural forces

 

Geopolitical forces

 

Instructor  Page Ref: 89

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Question 11. Question :

(Learning Outcome 4-4-5) Action Shoes is a company that manufactures shoes. It has a lot of competitors in the market. However, it only builds its strength around market segments that the other companies avoid. It can be said that Action Shoes understands the ________ among its competitors.

Student Answer:  substitutes

 

suppliers

 

new entrants

 

nature of rivalry

      

Instructor  Page Ref: 91

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Question 12. Question :

(Learning Outcome 4-4-5) A newly established company, The Malt Company, wishes to enter the beer market in Country A by building a new brewery there. Many companies already have breweries in Country A. These companies spend heavily on advertising, which Malt is finding difficult to afford. This is an example of ________.

Student Answer:  low costs of switching

 

      barriers to entry   substitution

 

high costs of switching

 

Instructor  Page Ref: 92

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Question 13. Question :

(Learning Outcome 4-4-8) Describe the differentiation strategy.

  

Student Answer:

The differentiation strategy is a strategy to gain   competitive  advantage by making a product or service different from   those of its competitors. Achieving differentiation allows them to command a   premium price.

 

Instructor Explanation:

One of the strategies for achieving a competitive advantage   is the differentiation strategy. Managers pursuing a differentiation strategy   seek to make their product or service different from those of competitors on   dimensions their customers value. Achieving differentiation allows them to   command a premium price. If managers can also keep costs at approximately the   industry average, the premium price will allow the firm to earn aboveaverage   profits. Page Ref: 98

                                                         

   

      

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Question 14. Question :

(Learning Outcome 4-4-9) McKinsey discovered that performance declined when many of their clients implemented new strategic plans because the strategies were ________.

Student   not developed organically within the company

Answer:   

executed without sufficient studies of the competitive 

 

environment

implemented within old structures, cultures, skills, styles, 

      

and staff

not designed, recommended, and reviewed by McKinsey 

 

consultants

  

Instructor Explanation:

Page Ref: 101 Question   1. Questio

 

n   :

(Learning   Outcome 6) What is a value chain?

 

Student Answer:

It consist of a set key activities that directly  produce   or support the production of a firm's products and services offered to   cuctomers

 

Instructor Explanation:

A value chain is a set of key activities that directly   produce or support the production of a firm's products and services offered   to customers. The primary activities of a value chain include inbound   logistics, operations, outbound logistics, marketing and sales, and   after-sale service. The support activities of a value chain include firm   infrastructure, human resource management, technology development, and   procurement. Page Ref: 93

                                                         

   

      

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Question 2. Questio

 

n :

(Learning   Outcome 6) What is core competence?

 

Student   Answer:

is   an interrelated set of activities that can 

deliver   competitive advantage, both short term and long term.

 

Instructor   Explanation:

A core competence is an   interrelated set of activities that can deliver competitive advantage, both short   term and long term. Competencies can be considered "core"when they   fulfill the following requirements: 1. provide access to a wide variety of   markets 2. significantly contribute to perceived customer benefits of the end   products or services 3. are difficult for competitors to imitate Page Ref: 

96

                                                         

   

      

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Question 3. Questio

n : (Learning Outcome 7) What happens during a SWOT analysis?