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business
introduction global business
Global Business Today 9th Edition Charles Hill - Solutions
• the effect of chemical reactions on transient mass transfer,
• the penetration model for mass transfer,
• transient mass transfer problems and illustrative solutions,
• the error-function solution for constant boundary temperature,
• solution of transient problems posed on a semi-infinite domain,
• use of superposition to use simpler 1D solutions for multidimensional cases,
• separation of variables for non-homogeneous problems,
• the method of separation of variables for standard problems,
• To study the effect of reaction due to a carrier for reacting membranes, and to study the numerical solution of boundary-value problems using the BVP4C solver.
• To study mass-transport models for semi-permeable membranes for liquid systems.
• To study the basic models for membrane transport in gaseous systems.
• To examine the effect of reaction on the rate of absorption of a gas into a liquid on the basis of the film model.
• To study the effect of diffusion on the rate of reaction in a porous catalyst and to understand the concept of the effectiveness factor.
• To study the effects of mass transfer for systems with heterogeneous reactions at a catalyst surface.
• To introduce the film theory for mass transfer from a surface and the two-film theory for gas–liquid mass transfer.
• To understand the differences between the formulations for flowing and stagnant systems; to appreciate the role of convection in “stagnant” systems.
• volume averaging and formulation of a lumped model in heat transfer.
• area averaging and formulation of mesoscopic models; and
• a brief summary of equations for heat transfer for flow past a flat plate;
• solution of problems with convection in the same direction as heat flow; the correction factor for heat transfer rate;
• a solution method (p-method) for problems with non-linear heat sources;
• solution of problems involving heat generation with constant and linear heat sources;
• appreciation of solution methods for multidimensional heat conduction;
• temperature profiles for steady-state conduction in the slab, cylinder, and sphere; solution of problems with variable conductivity;
• the notion of pressure and thermal diffusion; and complexities associated with modeling diffusion.
• averaging of differential models leading to mesoscopic and macroscopic models; the relation between these models; the need for a mass transfer coefficient;
• differential equations for mass transfer and its various forms; we focus here primarily on binary systems (multicomponent systems are deferred to a later chapter);
• Fick’s law for a binary system and its various forms;
• the average velocity of a mixture and ways of averaging; correspondingly the definition of a mass (and molar) flux in a stationary frame and a moving frame;
• the concept of a concentration jump at an interface;
• how Lorentz forces can be included for flow of a conducting fluid in the presence of a magnetic field and the solution to the classical Hartmann flow problem.
• the Maxwell constitutive model for viscoelastic flow and a model for a simple channel flow involving flow of such a fluid; and
• basics of external flow past a solid, the concept of a boundary layer and boundary-layer separation;• to set up and solve some flow problems with non-Newtonian fluid behavior;
• the lubrication approximation and how the simple unidirectional flow equations can be extended to some more complex cases;
• To understand how the second law of thermodynamics can be used in the context of a moving or stationary control volume; to develop an entropy balance equation; to grasp the significance of this equation.
• To revisit macroscopic energy balances by volume averaging of the energy equation; to understand the formal definitions of the various terms in the macroscopic balance.
• To understand various simplifications in the heat equation, characteristic dimensionless variables, and common types of boundary conditions.
• To derive the heat equation (the equation for the change in internal energy only) starting from the general energy equation and subtracting the kinetic-energy equation.
• To derive an equation for the change in kinetic energy only for a control volume starting from the equation of motion.
• To derive equations for the work done by the various forces acting on the control volume, in particular the work done by viscous forces, and to represent this work term in compact notation using tensor dot products.
• To understand how the first law of thermodynamics can be used in the context of a moving (Lagrangian) or stationary (Eulerian) control volume to develop a general differential energy balance.
• the range of application areas where the transport phenomena and the models have been and can be used.
• the need for and the definition of parameters such as friction factors and heat and mass transfer coefficients for macro- and meso-scale models;
• the various hierarchical levels (micro, meso, and macro) at which the models for transport processes can be developed;
• the notion of conservation laws and the transport laws, including their use in setting up models for some simple problems in transport;
• the basic concepts and the framework for analysis of transport problems;
15. Organized labor has tried to counter the bargaining power of multinationals by forming international labor organizations. In general, these efforts have not been effective.
14. A principal concern of organized labor is that the multinational can counter union bargaining power with threats to move production to another country.
13. A key issue in international labor relations is the degree to which organized labor can limit the choices available to an international business. A firm’s ability to pursue a transnational or global standardization strategy can be significantly constrained by the actions of labor unions.
12. The most common approach to expatriate pay is the balance sheet approach. This approach aims to equalize purchasing power so employees can enjoy the same living standard in their foreign posting that they had at home.
11. Country differences in compensation practices raise a difficult question for an international business:Should the firm pay executives in different countries according to the standards in each country or equalize pay on a global basis?
10. It can be difficult to evaluate the performance of expatriate managers objectively because of unintentional bias. A firm can take a number of steps to reduce this bias.
9. Management development programs attempt to increase the overall skill levels of managers through a mix of ongoing management education and rotation of managers through different jobs within the firm to give them varied experiences. Management development is often used as a strategic tool to
8. Training can lower the probability of expatriate failure. It should include cultural training, language training, and practical training, and it should be provided to both the expatriate manager and the spouse.
7. Expatriate failure can be reduced by selection procedures that screen out inappropriate candidates.The most successful expatriates seem to be those who have high self-esteem and self-confidence, can get along well with others, are willing to attempt to communicate in a foreign language, and can
6. A prominent issue in the international staffing literature is expatriate failure, defined as the premature return of an expatriate manager to his or her home country. The costs of expatriate failure can be substantial.
5. A geocentric staffing policy seeks the best people for key jobs throughout the organization, regardless of their nationality. This approach is consistent with building a strong unifying culture and informal management network and is well suited to both global standardization and transnational
4. A polycentric staffing policy uses host-country nationals to manage foreign subsidiaries and parentcountry nationals for the key positions at corporate headquarters. This approach can minimize the dangers of cultural myopia, but it can create a gap between home- and host-country operations. The
3. An ethnocentric approach to staffing policy fills all key management positions in an international business with parent-country nationals. The policy is congruent with an international strategy. A drawback is that ethnocentric staffing can result in cultural myopia.
2. Staffing policy is concerned with selecting employees who have the skills required to perform particular jobs. Staffing policy can be a tool for developing and promoting a corporate culture.
1. Firm success requires HRM policies to be congruent with the firm’s strategy and with its formal and informal structure and controls.
5. Reread the Management Focus on McDonald’s global compensation practices. How does the McDonald’s approach help the company take local differences into account when reviewing the performance of different country managers and awarding bonus pay?
4. In what ways can organized labor constrain the strategic choices of an international business? How can an international business limit these constraints?
3. What is the link between an international business’s strategy and its human resource management policies, particularly with regard to the use of expatriate employees and their pay scale?
2. Research suggests that many expatriate employees encounter problems that limit both their effectiveness in a foreign posting and their contribution to the company when they return home. What are the main causes and consequences of these problems, and how might a firm reduce the occurrence of
1. What are the main advantages and disadvantages of the ethnocentric, polycentric, and geocentric approaches to staffing policy? When is each approach appropriate?
2. You work in the human resource department at the headquarters of a multinational corporation. Your company is about to send a number of managers overseas as expatriates (or expats) to France and New Zealand. You need to create an executive summary evaluating, comparing, and contrasting the
1. The impact of strikes and lockouts on business activities can be substantial. Because your manufacturing company is planning to expand its operations in the Asian markets, you have to identify the countries where strikes and lockouts could introduce interruptions to your operations. Using labor
3. What changes could the HR department at MMC make to improve its utilization of human capital and facilitate knowledge transfers within the company?It had been a very bad morning for John Ross, the general manager of MMC’s Chinese joint venture. He had just gotten off the phone with his boss in
2. Why had bringing in specialists from the United States not worked at MMC? Why did Ross’s strategy of sending Chinese employees over to the United States for training produce better results? What are the lessons here?It had been a very bad morning for John Ross, the general manager of MMC’s
1. Is it right for MMC to hold Ross to the same performance goals as managers of units in other countries? What other approach might it adopt?It had been a very bad morning for John Ross, the general manager of MMC’s Chinese joint venture. He had just gotten off the phone with his boss in St
6. Reread the Management Focus on Levi Strauss, and then answer the following questions:a. What marketing strategy was Levi Strauss using until the early 2000s? Why did this strategy appear to work for decades? Why was it not working by 2004?b. How would you characterize Levi Strauss’s current
5. You work for a company that designs and manufactures personal computers. Your company’s R&D center is in Michigan. The computers are manufactured under contract in Taiwan. Marketing strategy is delegated to the heads of three regional groups: a North American group (based in Chicago), a
4. Price discrimination is indistinguishable from dumping. Discuss the accuracy of this statement.
3. You are the marketing manager of a food products company that is considering entering the Indian market. The retail system in India tends to be very fragmented. Also, retailers and wholesalers tend to have long-term ties with Indian food companies; these ties make access to distribution channels
2. Within 20 years, we will have seen the emergence of enormous global markets for standardized consumer products. Do you agree with this statement? Justify your answer.
1. Imagine that you are the marketing manager for a U.S.manufacturer of disposable diapers. Your firm is considering entering the Brazilian market. Your CEO believes the advertising message that has been effective in the United States will suffice in Brazil. Outline some possible objections to
2. Part of developing a long-term R&D strategy is to locate facilities in countries that are widely known to be competitive. Your company seeks to develop R&D facilities in Asia to counter recent competitor responses. A publication that evaluates economies based on their competitiveness is the
1. The consumer purchase of specific brands is an indication of the relationship that develops over time between a company and its customers. Locate and retrieve the most current ranking of best global brands.Identify the criteria used. Which countries appear to dominate the top 100 global brands
4. What lessons can we draw from the Domino’s case study that might be useful for other international businesses selling consumer goods?Domino’s made its name by pioneering home delivery service of pizza in the United States. The company was founded in 1960 in Ypsilanti, Michigan, by Tom
3. How does the marketing mix for Domino’s in Japan differ from that in the United States? How does the marketing mix in India differ?Domino’s made its name by pioneering home delivery service of pizza in the United States. The company was founded in 1960 in Ypsilanti, Michigan, by Tom Monaghan
2. What do you think Domino’s does from an organizational perspective to make sure that it accommodates local differences in consumer tastes and preferences?Domino’s made its name by pioneering home delivery service of pizza in the United States. The company was founded in 1960 in Ypsilanti,
1. Do you think it is wise for Domino’s to stick to its traditional “home delivery” business model, even when that is not the norm in a country and when its international rivals have changed their format?Domino’s made its name by pioneering home delivery service of pizza in the United
17-7 Understand how organized labor can influence strategic choices in international business firms.
17-6 Understand how and why compensation systems might vary across nations.
17-5 Explain how and why performance appraisal systems might vary across nations.
17-4 Recognize how management development and training programs can increase the value of human capital in the international business firm.
17-3 Explain why managers may fail to thrive in foreign postings.
17-2 Identify the pros and cons of different approaches to staffing policy in the international business.
17-1 Summarize the strategic role of human resource management in the international business.
6. What type of interorganizational relationship should a global company consider in the (a) inbound portion of its supply chains if the goal is to buy commodityoriented component parts for its own production and(b) outbound portion of its supply chains if the goal is to establish a strong
5. Explain how the global supply chain functions of(a) logistics and (b) purchasing can be used to strategically leverage the global supply chains for a manufacturing company producing mobile phones.
4. Reread the Management Focus on Philips in China and then answer the following questions:a. What are the benefits to Philips of shifting so much of its global production to China?b. What are the risks associated with a heavy concentration of manufacturing assets in China?c. What strategies might
3. A firm must decide whether to make a component part in-house or to contract it out to an independent supplier.Manufacturing the part requires a nonrecoverable investment in specialized assets. The most efficient suppliers are located in countries with currencies that many foreign exchange
2. A chemical firm is considering how best to supply the world market for sulfuric acid. A manufacturing plant costs about $20 million to construct and requires a moderately skilled workforce. The total value of the world market for this product over the next 10 years is estimated to be between $20
1. An electronics firm is considering how best to supply the world market for microprocessors used in consumer and industrial electronic products. A manufacturing plant costs about $500 million to construct and requires a highly skilled workforce. The total value of the world market for this
2. The World Bank’s Logistics Performance Index (LPI)assesses the trade logistics environment and performance of countries. Locate the most recent LPI ranking. What components for each country are examined to construct the index? Identify the top 10 logistics performers. Prepare an executive
1. The globalization of production makes many people aware of the differences in manufacturing costs worldwide. The U.S. Department of Labor’s Bureau of International Labor Affairs publishes the Chartbook of International Labor Comparisons. Locate the latest edition of this report, and identify
4. If you worked for H&M, what would you suggest that it focus on to become even larger than it is now? Should it have its own factories?Should it expand to more than the 64 countries (54 with stores and 10 online) that it is in now? Should it control more of the global supply chains?David Beckham,
3. H&M stresses sustainability in its promotional campaigns. How can it ensure that the working conditions are appropriate for the 1.6 million people that serve in its supplier network? Is it even H&M’s role to ensure that the working conditions and environmental impact are great in every market
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