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- 1.The ambitious American operation know as the Doolittle Raid Select one: a. proved to be an outstanding success, leading to the death of the Japanese emperor and end of the war b. included the launching of B-25 bombers off the carrier Hornet c. did little damage to Tokyo and saw all American planes shot down d. all of these answers are correct 2.At the beginning of the struggle for Stalingrad Select one: a. the German 44th Army advanced as far as Iraq b. the German 6th Army created a vulnerable flank along the Don River c. all of these answers are correct d. the Red Army was directed by Stalin to attack Leningrad 3.For the Germans on the Eastern Front, the year 1944 Select one: a. saw some victories, such as the Battle of Leningrad, but also defeat at Stalingrad b. saw the Red Army drive them from much of Eastern Europe c. proved very successful, as they advanced to the gates of Moscow d. all of these answers are correct 4.Command responsibility in the Pacific was divided…McDonald’s Global Compensation Practices: This feature explores McDonald’s efforts to develop a global compensation and performance appraisal strategy. McDonald’s, which has over 400,000 managers and senior employees working in 118 different countries, wants its new program to provide some standardization of compensation and performance appraisal for the firm, but at the same time, allow subsidiaries to tailor the program to local market conditions. Discussion Questions 1. What does McDonald’s hope to gain from having a global compensation and performance appraisal system in place? 2. How does the compensation and performance appraisal system introduced at McDonald’s allow managers to take local market differences into account? Why is this type of approach important to employees? 3. How does McDonald’s approach help the company to consider local differences when reviewing the performance of different country managers and awarding bonus pay?Case study of (Mc Donald): 1. What's strategies going to use in India market (entry strategies)? Can you tell us about Key success to grow in India market? 2. What's Challenges it has to face and conflict with co-owner in India (Vikram)? 3. how they solve the conflict with co-owner Vikram?
- Case study: International strategies Read the text below, then answer the questions which follow. In the 1990s the share prices of global brand-owners such as Coca-Cola, McDonald’s and Walt Disney soared as investors savored the companies’ growth prospects. Another sign of the times was the trend for companies to brand or rebrand themselves with global-sounding names seemingly plucked from Esperanto, such as Diageo, Novartis and Invensys. Then, something unexpected happened: a reaction set in. People around the world started demanding more local sovereignty and more protection for their cultural identities. Most worryingly for global brand-owners, consumers in newly opened markets started expressing a desire for local products – which, as local manufacturers adopted Western business methods, were simultaneously showing a big improvement in quality. By the end of the 1990s, most global brand-owners were switching chief executives as their share prices plummeted in…in case study: Kent Chemical: Organizing for international growth 1 What do you think of the Sterling Partners recommendations? 2 What should Morales recommend? 3 What should Chairman Ben Fisher decide? answer as detail as possible thxQ1. You are working as strategy consultant for a global (or multinational) firm. The firm wants to transition into a transnational structure. What are three key initiatives you will propose to the firm and why? Explain how these three key initiatives will facilitate the transition into a transnational structure.
- Some international management experts contend that globalization and national responsiveness are diametrically opposed forces, and that to accommodate one, a multinational organization must relax its efforts in the other. In what way is this an accurate statement? In what way is it incomplete or inaccurate?What Are The Major Factors That Drive Standardization and localization In IHRM? Pls explain brieflyQUESTION 3 (Part d need to be solved) 3.a) What are Multinational Companies (MNCs) and why it is said that they hold ‘best practices’ and ‘state of the art’ technological and organisational knowledge? 3.b) Let’s assume that you are the manager of a local company in your own country aiming at supplying goods and services to MNCs. What strategies would you introduce in order to maximise the benefits of partnering with MNC subsidiaries? Please explain fully. 3.c) In a second scenario, assume you are the manager of a domestic rival company aiming at competing with MNCs. What processes and steps would you take to compete and remain in the market? 3.d) In a third scenario, you are a policy advisor of the national government in your country. What actions and policies would you implement in order to create a facilitating environment for MNCs and to increase the potential to gain technological knowledge? Why?
- a) What are Multinational Companies (MNCs) and why it is said that they hold ‘best practices’ and ‘state of the art’ technological and organisational knowledge? b) Let’s assume that you are the manager of a local company in your own country aiming at supplying goods and services to MNCs. What strategies would you introduce in order to maximise the benefits of partnering with MNC subsidiaries? Please explain fully. c) In a second scenario, assume you are the manager of a domestic rival company aiming at competing with MNCs. What processes and steps would you take to compete and remain in the market? d) In a third scenario, you are a policy advisor of the national government in your…Q2 Choose a company or organization and investigate how their Management and Leadership styles have changed over the course of the pandemic, and what new skills Managers and Leaders need to be successful in the post pandemic world.Critical thinking International expansion is one pathway for growth for established firms, particularly when their domestic markets reach maturity or have become quite competitive. However, as highlighted inthe chapter, when brands expand internationally, they will compete against established brands in the host country that have a “home-court advantage.” outline the array of advantages that an established brand in its own domestic market would have over potential new entrants from international markets. Given these advantages, how can a new entrant to an international market succeed against the local,established players?