Which of the following is a characteristic of a non-profit organization?

Operating for charitable purposes

Which of the following statements is true about profit organizations?

They distribute profits to shareholders

They operate for charitable purposes

They rely solely on government funding

What is a key difference between profit and non-profit organizations?

Profit organizations aim for financial gain, while non-profit organizations aim for social impact.

Profit organizations rely on donations, while non-profit organizations rely on sales.

Profit organizations operate for charitable purposes, while non-profit organizations maximize shareholder value.

Profit organizations have volunteer workers, while non-profit organizations have paid staff.

Profit organizations are tax-exempt, while non-profit organizations are profit-driven.

What is a private sector enterprise?

A company or business that is owned and operated by private individuals or shareholders.

A company owned and operated by the government.

A company that primarily sells goods or products to other businesses.

Which of the following is NOT a characteristic of private sector enterprises?

A company that is owned and operated by the government.

A company that is owned and operated by private individuals.

A company that is driven by profit motives.

A company that operates in a competitive market.

What is the primary goal of a private sector enterprise?

To maximize profits and generate returns for its stakeholders.

To minimize costs and maximize efficiency.

To promote social welfare and equity.

To provide services to the public at a low cost.

What is the difference between a private sector enterprise and a public sector enterprise?

A private sector enterprise is owned and operated by private individuals or shareholders, while a public sector enterprise is owned and operated by the government or a government-controlled entity.

A private sector enterprise operates in a competitive market, while a public sector enterprise operates in a monopoly.

A private sector enterprise focuses on social welfare, while a public sector enterprise focuses on generating profits.

A private sector enterprise is funded by donations and grants, while a public sector enterprise is funded by private investors.

Which of the following is an example of a private sector enterprise?

A multinational technology company.

A non-governmental organization (NGO).

A government-run healthcare facility.

Which of the following is a characteristic of Public Sector Enterprises?

They are owned and controlled by the government.

They operate solely for profit.

They are exempt from government regulations.

What is the primary source of funding for Public Sector Enterprises?

Government budget and equity capital.

Private investors and venture capital.

Bank loans and financial institutions.

Donations and grants from non-profit organizations.

Which of the following is an example of a Public Sector Enterprise?

The United States Postal Service (USPS)

What is the purpose of Public Sector Enterprises?

To provide essential goods and services to the public.

To reduce government control and regulation.

To serve the interests of competitors.

To generate maximum profits for private investors.

What is the role of Public Sector Enterprises in the economy?

To promote industrial development and economic growth.

To reduce employment opportunities.

To prioritize the interests of private companies.

To eliminate competition in the market.

What is the role of the board of directors in Public Sector Enterprises?

To provide strategic guidance and oversight.

To maximize profits for private investors.

To minimize government control and regulation.

To fulfill personal interests and agendas.

Which of the following is a characteristic of joint sector enterprises?

Combining public and private ownership

Owned and controlled by foreign companies

Owned and controlled by the government

Owned and controlled by private individuals

What is the main purpose of joint sector enterprises?

To combine resources and expertise

To compete with other businesses

To solely benefit the government

What is the ownership structure of joint sector enterprises?

Shared ownership between government and private entities

Owned and controlled by the government only

Exclusively owned by private individuals

Owned and controlled by foreign companies

Which of the following option is matched correctly?

Trusts- Sir Dorabji Tata Trusts

Societies: Kaira District Cooperative Societies

Non-Profit Organisation- Sulabh Interantional

Which of the following is NOT correct about Trusts?

Trusts have to pay income tax on their surplus revenues

The trust is registered under the Indian Trusts Act

The trust in managed by a group of trustess for the beneficiaries

A society is a group of ten or more persons that is registered under:

The Cooperative Societies Act 1912

The Cooperative Societies Act 1911

The Cooperative Society Act 1911

The Cooperative Society Act 1912

Point out the correct statement about NPOS.

Primary motive of Non-profit organisations is to render services

Main functions of Non-profit organisation is helping people

Government grants are available for NPOS

Which of the following is NOT correct about Mutual Benefit Organisations?

Their main motive is only the benefit of their members

Clubs and trade unions are examples of Mutual Benefit Organisations

Mutual benefits organisations are NPOS

These are voluntary associations

Which of the following option is matched correctly?

Trust: Trusts are set up to further social causes such as public health and education

Non-profit: It is a company that is registered company under the Companies Act, 2013

Society: A society is a group of ten or more persons who associate voluntarily

Which of the following statements is correct about Public Sector Enterprises?

The ultimate control of a public sector undertaking lies with the Government

The primary objective is to render service to the public at large

Public undertakings are fully owned by Government public authority

Which of the following statements is NOT correct for Private Sector Enterprises?

Only a group of individuals can own a companies

Private Sector Enterprises is managed by owners.

Capital of private sector is arranged by owners

Which of the following statements is correct about commercial organisation?

Organisations which undertake commercial activities are known as commercial organisation

Their main motive is to eam money

Commercial organisations may be micro, small, medium or large

Which of the following statements is correct for Joint Sector Enterprises?

Ownership, control and management is shared jointly by the Government, private entrepreneurs and the public at large

Management lies with the private businessman

Goverment can hold up to 50% of the shares

Joint Sector Enterprise is a Non- commercial Organisation

Which of the following is Not a type of Commercial Organisation?

Manufacturing Sector Enterprises

Profit and Non-Profit Organisations

usiness after we came third at a local baking competition. I was 13 at the time and my brother, Nigel, was 12. Now we run a family baking business called 2Bros in the kitchen. We sell amazing desserts and we organise different events for schools and companies. I’m the CEO (Chief Executive Officer) and I handle the decorating. Nigel is the CFO (Chief Financial Officer) and he bakes most of the cakes and makes the icing cream. We love maths and chemistry (we’re members of MENSA, a society for people with a high IQ), so for us baking is a mix of art and science. Now that our business is very successful, our dream is to save for the future and donate to charity through our programme Pay-It-Forward. We work with non-profit organisations that provide meals for the homeless and funds for medical care. We’re also raising funds for much needed repairs to a hospital in Zimbabwe.

Management and Globalization Global Management Why companies go global How companies for global Global Business environments Global Business Types of global business Pros and cons of global businesses Ethnic Challenges for global business Culture and Global Diversity Cultural intelligence Silent language of culture Tight and loose cultures Values and national cultures Global Management Learning Are management theories universal? Intercultural competencies Global learning goals Key concepts of the challenges of globalisation: Global economy Resources, markets and competition are worldwide in scope Internationalisation The process of increasing involvement in international operations Globalization/Deglobalization Glob- the growing interdependence among elements in the global economy The worldwide interdependence of resource flows, product markets and business competition World 3.0 Different views: World flat vs. round Distance is a metaphor that represents the degree of dissimilarities between countries Balancing cooperation in the global Global Management Global management - managing things in different countries Managing business and organizations with interests in more than one country What do we expect from global Managers Knowing how to adapt Knowing the language Global Manager Is culturally aware and informed on international affairs International Business Conducting for-profit transactions of goods and services across national boundaries International Motive Why do firms internatioalize their activities Cheaper labour Labour tax Natural resources Enrolments to do business Clientele Exclusive materials Personal benefits: Taxes Reasons why businesses go global Customers Suppluers Capital During (1993) - 4 motive 1. Market seeking 2. Efficiency Seeking 3. Resource seeking 4. Strategic Asset Seeking Cuervo Cazurra, Narula and un (2015) - 4 motive s Internationalization Motives A company may also explore the opportunities in different markets in order to take advantage and in some cases extend the product life cycle What is a Market Entry Strategy Involves the sale of goods or services to foreign markets but do not require expensive investments Franchising Exporting and importing Involve the sale of goods or services to foreign markets but do Types of market entry strategies Global sourcing Exporting Importing Licensing agreement Franchising Types of Foreign Direct Investment (FDI) strategies: Joint venture Strategic alliance Owned Subsidiary (sometimes called WOS) How to go abroad What conditions will affect the decisions of firms on how to internationalize their activities? During (1978)- Eclectic paradigm OLI model OLI- Ownership, Location and Internalization Advantages Ownership advantages Resources owned by the organization that can be transferred across locations include trademarks, production techniques and processes, managerial skills and other resources not available to the competitors Location Advantages Represent the implications of choosing to produce or to perform activities in a specific location (country or region) Internalization Advantages: The ability to internalize or to incorporate activities that add value to its business Evolution of Concepts- New Elements Although economic factors are certainly important to explain the formation, growth and expansion of firms within and across national borders, they are not sufficient to explain the additional complexity when a firm decides to expand its activities across national borders Economic factors Investigate the economic elements that affect the internationalization of firms Behavioural Elements Explaining the additional challenges (and perhaps opportunities) a firm faces in foreign host countries when compared to indigenous (local) firms Behavioural theories Johanson and Wiedersheim-Paul (1975) and Johanson and Vahlne (1977) Included the psychic Distance concept (beckerman,1956) to explain the internationalization behaviour of firms The Uppsala internationalization model Psychic distance is: the sum of factors preventing the flow of infomatio from and to the market Psychic Distance is a broad concept that includes several elements such as: language, culture, political systems, level of education, level of industrial development Firms behave in a “Risk Averse” manner It means that when the perceived risk goes down, the firm increase its commitment to the foreign market \ The Haier Group Data Strategy Big DATA and Small DATA The use of small data to satisfy individual customers’ needs, however, the book mentions a huge cultural shock at the plant in Camden, south caroline Ex: top down, hard hat colors and hierarchy Culutral Differnces can have a huge impact on the internationalization of firms Kogut and Singh (1988)- Cultural Distance Index First statsical study on the implication of ciltiral distance to the selection of entry mode When investigating in culturally distant countries, foreign firms can choose to partner with foreign firms in order to gain local knowledge and share the risk associated to the investment (higher commitment = higher risk) How Companies Go Global Global sourcing The process of purchasing materials or services around teh world for local use Exporting Selling locally made products in foreign markets Importing Buying foreign made products and selling them domestically Exports correspond to what percentage of Candain GDP What countries are the major trending partners of Canada Management and Globalization How Companies Go Global Licensing Agreement One firm pays a fee for rights to make or sell another company’s products What are the potential risks associated to licesning The case of new balance in China Franchising A fee is paid for the rights to use another firms name, branding and methods Insourcing Insourcing: refers to local job creation that results from foreign direct investment Types of insourcing Joint ventures: operate in a foreign country through co-ownership by foreign and local partners Strategic alliances: A partnership in which foreign and domestic firms share resources and knowledge for mutual gains Foreign subsidiaries: local operation completely owned by a foreign firm Criteria for choosing a joint venture partner: Familiarity with your firm’s major business String local workforce Values its customers Future expansion possibilities Strong local market for partner’s own products Good Profit potential Sound financial standing Global business environments Legal and poliical systems Trade agreements and trade barriers Regional economic alliances Legal and political systems Differing laws and practices regards Business ownership Negotiation and implementation of contracts Foreign currency exchange Protection of intellectual property rights Counterfeit merchandise Political risk Potential loss in value of foreign investment due to instability and political changes in the host country Political risk analysis (expertise/experience) Forecast political disruptions that threaten the value of a foreign investment Changes in the rules of the game Brexit US Trade Wars-mexico-China Other examples Bolivia, Venezuela, China De-globalization The process of weakening interdependence among nations Trade Agreements and trade Barriers World trade organization Most favourd nation status Tariffs Nontariss barriers (quotes, restrictions, etc.) Protectionism Regional Economic Alliances USMCA (replacment for the NAFTA-North American Free trade Agreement) EU- European Union APEC- Aisa Pacific Economic Copperation ASEAN - Association of Southeast Asian Nationas SADC - Southern Africa Development Community MERCOSUR- Chapter 5- Global Management and Cultural Diversity (part 2) Review Types of global business Global corporation MNE (multinational enterprise) or MNC (multinational corporation) with extensive business operations in more than one foreign country Transnational corporation A global corporation that operates worldwide on borderless basis Some host country complaints about MNCs Host Country companits about MNCs: Excessive profits Interference with local government Domination of local economy Interference with local government Hiring the best local talent Limited technology transfer Disrespect for local customers Examples - War in Ukraine Disruption in global -value chains and increased pressure and interference of MNCs with local government Fertilizer imports in Brazil (one of the major producers of agricultural commodities) We must consider the triple bottom line and the impact in society, the environment and the economy $2.5 billion invest in potash mine in Brazill What about Globalization gap Large multinationals adn industrilizednaitons gaining disporoportinonally form globalization Globalization gap: Large multinational and industrialized nations gaining disproportionally from Globalization Some MNC complaints about host countries MNC Complaints about host countries: Profiit limitations Laws and regulations Overpirce resources Exploitative rules Foreign exchange restriction Failure to uphold contracts Mutual benefits for host countries and multinational companies Mutual benefits for host country and global corporation of MNC: Shared growth opportunities Shared income opportunities Shared learning opportunities Share development opportunities Develop projects together What are some of the ethical challenges for global business Ethincal challenges for global business Child labour Employmnet of children for worl otherwise done by adults Sweatshops Employment of workers at very low wages for long hours in poor working conditions Ex: Nike bad labour prices Unsafe working conditions Corruption Illegal practices that further one’s business interests Corrupiotn of froeign public officials Act makes it illegal for Candain firms and their representatives to engage in corrupt practices overseas Bribes to foreign officials Excessive commissions Non-monetary gifts Sweatshops Conflict materials What is culture Culture : The shared set of beliefs, values, and patterns of behvaiourr common to a group of people Food preferences Values and traditions Language and beliefs Religion Art music Life style Hofstede defines culture as: “The collectiv programing of teh mind distinguishing the members of one group or category of people from others” What is culture shock Culture Shock: Confusion and discoumfert a person experiences in an unfaamiliar culture Stages to adjusting to a new culture Confusion Small vitorires The honeymoon Irritation and anger Reality Cultural Intelligence The ability to adapt and adjust to new cultures What is Ethnocentrism Tendency to consider one’s own culture as superior others Slinet languages of culture Contect Low context High context Space Proxemics Ex: personal space Time Monochronic Polychronic High and low contexts cultures Edward T.Hall (1959) Def: Part of a discourse that surround a word or passage and can throw on its meaning Low context cultures Emphizes communication via spoken or written words Countries like United States, Canada and Germany High context cultures Rely on nonverbal and situational cues as well as on spoken or written works Thailand Malaysia Time Monochronic cultures People tend to do one thing at a time Canda Polychronic cultures Time is used to accomplish many different things at once Egypt Space Proxemics Study of how people use space to communicate In North American people value “personal space’ Many Latin and Asian cultures expect much less personal space Tight and Loose Cultures Cultural tightness-looseness Tight = Strength of norms that govern social behvaviour Japan, Korea, Malaysia Loose = tolerance for any deviation from norms Australia, Brazil, Hungary Values and national cultures (Hofstede) Power distance Uncertainty avoidance Individalism-collectivism Masculinity-femininty Time Orientation Indulgence vs. Restraint Comparative management How management pratices systematically differ among countries and /or cultures Intercultural competencies Skills and personal characteristics that help us be successful in cross cultural situations Global Managers (know how to adapt) Need to successfully apply management functions across interantional boundaries Global Learning goals Not universal Engage critical thinking Look everywhere for new management ideas Always consider culture

There are two numbers you need to know about climate change. The first is 51 billion. The other is zero. Fifty-one billion is how many tons of greenhouse gases the world typically adds to the atmosphere every year. This is where we are today. Zero is what we need to aim for. To stop the warming and avoid the worst effects of climate change, humans need to stop adding greenhouse gases to the atmosphere. This sounds difficult, because it will be. Every country will need to change its ways. Virtually every activity in modern life – growing things, making things, getting around from place to place – involves releasing greenhouse gases, and as time goes on, more people will be living this modern lifestyle. That’s good, because it means their lives are getting better. Yet if nothing else changes, the world will keep producing greenhouse gases, climate change will keep getting worse, and the impact on humans will be catastrophic. But “if nothing else changes” is a big If. I believe that things can change. We already have some of the tools we need, and as for those we don’t yet have, we can not only invent, but also deploy them, and, if we act fast enough, avoid a climate catastrophe. Two decades ago, I would never have predicted that one day I would be talking in public about climate change. My background is in software, not climate science. Things changed for me when I met with two former Microsoft colleagues who were starting non-profits focused on energy and climate. They brought along two climate experts who were well versed in the issues, and the four of them showed me the data connecting greenhouse gas emissions to climate change. I kept learning everything I could about climate and energy, agriculture, oceans, sea levels, glaciers, power lines, and more. One thing that became clear to me was that our current sources of renewable energy – wind and solar, mostly – could make a big dent in the problem, but we weren’t doing enough to deploy them. It also became clear why, on their own, they aren’t enough to get us all the way to zero. The wind doesn’t always blow and the sun doesn’t always shine. Within a few years, I had become convinced of three things: 1. To avoid a climate disaster, we have to get to zero. 2. We need to deploy the tools we already have, like solar and wind, faster and smarter. 3. We need to create breakthrough technologies that can take us the rest of the way.

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