Chapter 11. Management Decision and Control. Management Decision and Control. The specific objectives of this chapter are to PROVIDE comparative examples of decision- making in different countries.
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A British computer firm is acquiring a smaller competitor located in Frankfurt. What are two likely differences in the way these two firms carry out the decision-making process? How could these differences create a problem for the acquiring firm? Give an example in each case.
Which cultures are more likely to focus on external controls? Which cultures would consider direct controls more important than indirect controls?
How would you explain a company’s decision to use centralized decision-making processes and decentralized control processes, considering the two are so interconnected? Provide an industry example of where this may occur.
How are U.S. multinationals trying to introduce total quality management into their operations? Give two examples. Would a U.S. MNC doing business in Germany find it easier to introduce TQM concepts into German operations, or would there be more receptivity to them back in the United States? Why? What if the U.S. multinational were introducing these ideas into a Japanese subsidiary?
In what ways could an accelerated decision-making process harm a company? Using Figure 11–1, which stage(s) do you think would be most in danger of being overlooked?
A company practices personnel performance evaluation through reviewing financial decisions management has made, specifically focusing on ROI. How is this approach beneficial to the company? Which aspects could the company be neglecting? Which cultures are most likely to employ this method? Which cultures would avoid this tactic?