MAN 6635 EXAM 2 QUESTIONS AND
ANSWERS (GRADED A+)
-Provide adequate lead time for relocation
-Involve family at the outset of the expatriation process
-Provide language and cultural training to IA and family
-Provide a pre-assignment visit for IA and family
-Recognize the importance of dual career and trailing spouse issues
-Be honest about the job and location when recruiting
-Train home office staff in dealing with IAs
-Don't neglect repatriation issues - ANSWER-Best practices in IA staffing (8)
Benchmarking
-How much labor does a business like ours use?
-Is there any reason why we may differ?
Statistical methods
-Look at "leading indicators." For example: Sales this year correlate with labor demand
next year
-Does not account for chance, change, rapid fluctuation, or the zombie apocalypse
Subject matter experts- "educated guesses"
-Take into account other factors (e.g. new product launches, changes with competitors,
changes in technology, changes in the economy) - ANSWER-How to forecast demand
(3)
Anticipate how people will move up through (and out of) the company using a
Transitional Matrix and how much available labor there
(know how to use transitional matrix) - ANSWER-How to forecast supply
-Downsize
-Reduce pay
-Demotions
-Transfers
-Early retirement
-Wait for natural attrition
-Hiring freeze - ANSWER-Methods for Correcting a Surplus
Comparing the results of demand and supply forecasting tells us whether we're likely to
have a surplus or a shortage. Depending on which one we forecast, we plan to
implement various strategies for creating equilibrium - ANSWER-Surplus vs. Shortage
,-Often irreplaceable people are let go
-Survivors just work harder
-Survivors become disillusioned
-Damage to future employment
-Skill erosion - ANSWER-Drawbacks of downsizing (5)
-Attempting to reduce costs
-Closing or altering production facilities
-Outsourcing and offshoring for economic reasons - ANSWER-Companies choose
downsizing when... (3)
-Existing people work harder
-Use temporary employees
-Outsource
-Promote from within
-Decrease voluntary turnover
-Recruit and hire new people - ANSWER-Methods for Correcting a Shortage
Workforce - ANSWER-An enterprises employees
Labor force - ANSWER-The pool of potential employees from which the firm attracts
and hires its workforce
-Find staff in whatever location they operate
-Learn to recruit and hire in multiple locations and cultures
-Logically deploy staff international - ANSWER-International workforce planning: MNEs
will likely need to... (3)
-Availability of data
-Increasing diversity of labor forces
-Brain drain (educated citizens in emerging and developing countries leaving for jobs
with better pay in developed countries)
-Lack of suitable candidates for management
-Population characteristics: the shortage and surplus balancing act - ANSWER-
International workforce planning: challenges (6)
-Increased globalization
-Modern technology
-Global communications - ANSWER-People with the education and skills needed in
today's global economy are increasingly available everywhere as a result of: (3)
-Hiring at the local level
-Managing a mobile workforce - ANSWER-Staffing for an MNE involves: (2)
-Ethnocentric
-Polycentric
, -Global - ANSWER-Approaches to MNE staffing: (3)
Ethnocentric staffing approach - ANSWER-Fill key managerial positions with HQ staff
-Local management skill insufficient
-Close coordination with HQ is critical
-High level of technical capability required
-Proprietary technology is used extensively - ANSWER-Ethnocentric staffing approach
is appropriate when: (4)
-HQ staff familiar with company goals, products, technology, policies, and procedures
-HQ staff knows how to get things done through HQ - ANSWER-Ethnocentric staffing
approach: advantages (2)
International business strategy - ANSWER-No overseas office or operations. Generally
used for exporting, licensing, or subcontracting
Multi-domestic business strategy - ANSWER-Subsidiaries in multiple countries operate
independently within each country, independently of operations in other countries, and
often fairly independently of parent company headquarters
Global business strategy - ANSWER-Unified strategy implemented for all countries
regardless of their culture or national differences
Transnational business strategy - ANSWER-Firms work hard to be seen as a local firm
that draws upon global expertise, technology, and resources
Expatriates or international assignees - ANSWER-When a parent country nationals are
transferred to another country to work in a subsidiary or other type of operation of the
MNE for more than one year
Repatriates - ANSWER-When international assignees return home
-Lack of opportunities to develop local managers
-Risk of poor adaption of lack of effectiveness of IA - ANSWER-Ethnocentric staffing
approach: disadvantages (2)
Polycentric staffing approach - ANSWER-Fill key managerial positions with locals.
Appropriate when company wants to "act local"
-Local managers familiar with local culture, language, and ways of doing business
-Local managers have local contacts
-Local managers more likely to be accepted by people inside and outside the subsidiary
-Usually less expensive than sending manager from HQ - ANSWER-Polycentric staffing
approach: advantages (4)
ANSWERS (GRADED A+)
-Provide adequate lead time for relocation
-Involve family at the outset of the expatriation process
-Provide language and cultural training to IA and family
-Provide a pre-assignment visit for IA and family
-Recognize the importance of dual career and trailing spouse issues
-Be honest about the job and location when recruiting
-Train home office staff in dealing with IAs
-Don't neglect repatriation issues - ANSWER-Best practices in IA staffing (8)
Benchmarking
-How much labor does a business like ours use?
-Is there any reason why we may differ?
Statistical methods
-Look at "leading indicators." For example: Sales this year correlate with labor demand
next year
-Does not account for chance, change, rapid fluctuation, or the zombie apocalypse
Subject matter experts- "educated guesses"
-Take into account other factors (e.g. new product launches, changes with competitors,
changes in technology, changes in the economy) - ANSWER-How to forecast demand
(3)
Anticipate how people will move up through (and out of) the company using a
Transitional Matrix and how much available labor there
(know how to use transitional matrix) - ANSWER-How to forecast supply
-Downsize
-Reduce pay
-Demotions
-Transfers
-Early retirement
-Wait for natural attrition
-Hiring freeze - ANSWER-Methods for Correcting a Surplus
Comparing the results of demand and supply forecasting tells us whether we're likely to
have a surplus or a shortage. Depending on which one we forecast, we plan to
implement various strategies for creating equilibrium - ANSWER-Surplus vs. Shortage
,-Often irreplaceable people are let go
-Survivors just work harder
-Survivors become disillusioned
-Damage to future employment
-Skill erosion - ANSWER-Drawbacks of downsizing (5)
-Attempting to reduce costs
-Closing or altering production facilities
-Outsourcing and offshoring for economic reasons - ANSWER-Companies choose
downsizing when... (3)
-Existing people work harder
-Use temporary employees
-Outsource
-Promote from within
-Decrease voluntary turnover
-Recruit and hire new people - ANSWER-Methods for Correcting a Shortage
Workforce - ANSWER-An enterprises employees
Labor force - ANSWER-The pool of potential employees from which the firm attracts
and hires its workforce
-Find staff in whatever location they operate
-Learn to recruit and hire in multiple locations and cultures
-Logically deploy staff international - ANSWER-International workforce planning: MNEs
will likely need to... (3)
-Availability of data
-Increasing diversity of labor forces
-Brain drain (educated citizens in emerging and developing countries leaving for jobs
with better pay in developed countries)
-Lack of suitable candidates for management
-Population characteristics: the shortage and surplus balancing act - ANSWER-
International workforce planning: challenges (6)
-Increased globalization
-Modern technology
-Global communications - ANSWER-People with the education and skills needed in
today's global economy are increasingly available everywhere as a result of: (3)
-Hiring at the local level
-Managing a mobile workforce - ANSWER-Staffing for an MNE involves: (2)
-Ethnocentric
-Polycentric
, -Global - ANSWER-Approaches to MNE staffing: (3)
Ethnocentric staffing approach - ANSWER-Fill key managerial positions with HQ staff
-Local management skill insufficient
-Close coordination with HQ is critical
-High level of technical capability required
-Proprietary technology is used extensively - ANSWER-Ethnocentric staffing approach
is appropriate when: (4)
-HQ staff familiar with company goals, products, technology, policies, and procedures
-HQ staff knows how to get things done through HQ - ANSWER-Ethnocentric staffing
approach: advantages (2)
International business strategy - ANSWER-No overseas office or operations. Generally
used for exporting, licensing, or subcontracting
Multi-domestic business strategy - ANSWER-Subsidiaries in multiple countries operate
independently within each country, independently of operations in other countries, and
often fairly independently of parent company headquarters
Global business strategy - ANSWER-Unified strategy implemented for all countries
regardless of their culture or national differences
Transnational business strategy - ANSWER-Firms work hard to be seen as a local firm
that draws upon global expertise, technology, and resources
Expatriates or international assignees - ANSWER-When a parent country nationals are
transferred to another country to work in a subsidiary or other type of operation of the
MNE for more than one year
Repatriates - ANSWER-When international assignees return home
-Lack of opportunities to develop local managers
-Risk of poor adaption of lack of effectiveness of IA - ANSWER-Ethnocentric staffing
approach: disadvantages (2)
Polycentric staffing approach - ANSWER-Fill key managerial positions with locals.
Appropriate when company wants to "act local"
-Local managers familiar with local culture, language, and ways of doing business
-Local managers have local contacts
-Local managers more likely to be accepted by people inside and outside the subsidiary
-Usually less expensive than sending manager from HQ - ANSWER-Polycentric staffing
approach: advantages (4)
