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GENERAL MANAGEMENT
1. Marsha
feels that there must be a better way to conduct market research, particularly
given the fact that the department has a LAN with a lot of capacity. What
solutions to this problem can you recommend?
2. How
will you approach this task? What sources of information will you seek to help
understand and solve problems in the company?
3.
Who is right? What is responsible for so many
different positions? How can the governor reconcile these conflicting
viewpoints and arrive at the true cause of the problem?
4. What do
you recommend? How should Masters go about making his decision?
5. What
events do you think are responsible for the new attitudes on the part of users?
How can the CIO take advantage of them?
6.
In some of the organizations described in this
chapter, managers form alliances with various partners. These alliance firms
may provide a virtual component for your organization. However, the employees
involved in this alliance do work for two different firms. How does a manager
manage under these conditions? Suppose that your firm enters into a
relationship with another firm to take over its inventory of raw materials and
to become a just-in-time supplier. The partner firm hires your former inventory
employees so they no longer work directly for you. Describe the role of a
manager in working with an alliance partner that provides you with a virtual
component of your firm?
7.
The president of the company has read about new
organizational forms enabled by information technology. The only technology in
place now is the order entry and warehouse inventory system. The president
would like to make Boats-R-Us both more efficient and more responsive to its
customers. What new kinds of organization forms for Boats-R-Us might be enabled
by information technology?
8.
To Rubin, these changes seem evolutionary and
rather mild. He has read articles about electronic commerce and even shopped on
the Web to try it out. He also sees small firms becoming global as they
advertise their products on the Web. What kinds of banking services will these
firms want? How will changes in commerce and life styles influence what
customers, both individual and corporations, want from a bank? Will a bank
become “a piece of computer software on a network,” a statement attributed to
the chairman of Citibank?
9.
She asked you to consult with SI in the hope of finding
a strategic application for information technology: “I want something that will
give us a competitive edge,” she said. What kind of process would you follow to
try to identify a strategic application? What applications areas look
promising? How does a firm like SI develop a strategic system? How does it
establish and maintain a competitive advantage?
10. The
president has to make a decision. First, should Autozip accept orders on the
Web, and second, if so, how? Should it go to a firm that hosts Web marketplaces,
buy software and set up its own site, or develop its own software?
11. What
advice would you give Hershey and Sherman? What are the pros and cons of
strategic alliances in this situation?
12. How can
Bill help the company solve this problem? Do you think they need to reorganize
the structure of their IT units? Does it make sense to have foreign operations
reporting to Bill? If not, how can he influence what goes on in subsidiaries
outside the U.S.?
GENERAL MANAGEMENT
1.
Imagine that you are a management consultant
hired by Salernos to help them navigate the choppy waters ahead. First,
describe the elements of the microenvironment and competitive environment that
affect Wild Water now. Then describe elements that you anticipate will affect
the water park in the next few years.
2.
Next,
describe the organization’s culture. Discuss how the current culture affects
the way it responds to the organization’s external environment.
3.
Now,
create a plan for Wild Water. In your plan, describe what changes the
organization needs to make in its culture to meet upcoming challenges in the
external environment. Then describe steps that Wild Water can take to compete
successfully against the new amusement park. How can the Salernos keep their
loyal customer happy while attracting new ones?
4.
What
do you think Custom Coffee & Chocolate’s mission is?
5.
Create
a SWOT analysis for Custom Coffee & Chocolate.
6.
Using
the owners’ ideas for the future of their café, as well as your own ideas,
outline a tactical plan for Custom Coffee & Chocolate.
7.
Select
options from the chapter text, and prepare an organizational chart for the
national distribution program that this company is about to embark on. Be sure
to incorporate the company’s goal into your overall structure.
8.
Given
the vast geographic expanse and logistical challenges of this new program, what
recommendations do you have for the company regarding HR policies and
procedures?
9.
What
other types of industries could use the model from this case as a means to
expand sales nationally or internationally? What steps might the Randalls take
to design motivating jobs for camp staff? What needs might they be able to fill
for camp staff?
10.
In what ways might the empowerment of camp staff
affects the success of the camp
11.
How can Herbie Shapiro and Mei Zhao use
technology to achieve success in their new venture? Be sure to address each of
the major categories presented—purchasing, transportation, operations,
distribution, and financial management.
GENERAL MANAGEMENT
1.
What makes George David such a highly regarded
manager?
2.
How does David get
things done through people?
3.
What evidence can
you see of David’s planning and strategizing, organizing, controlling, leading,
and developing?
4.
Which managerial competencies does David seem to
posses? Does he seem to lack any?
5.
Why did the strategic plans adopted by companies
like level 3, Global crossing, and 360 Network fail?
6.
The managers who ran these companies were smart,
successful individuals, as were many of the investors who put money into their
businesses. How could so many smart people have been so wrong?
7.
What specific decision-making biases do you
think were at work in this industry during the late 1990s and early 2000s?
8.
What could the managers running these companies
done differently that might have led to a different
9.
1. Why did Dow Chemical first adopt a matrix
structure? What benefits did it hope to derive from his structure?
10.
2. What problems emerged with this structure?
How did Dow try to deal with them? In retrospect, do you think those solutions
were effective?
11.
Why did Dow change
its structure again in the mid-1990s? What was Dow trying to achieve this time?
Do you think the current structure makes sense given the industry in which Dow
operates and the strategy of the firm? Why?
12.
Discuss McDonald's current situation from a
human resource planning perspective
13.
Is McDonald's
taking the best approach to improving its employer brand? Why or why not? If
you were in charge of developing the McDonald's employer brand, what would you
do differently?
14.
Would “guerrilla”
recruiting tactics help McDonald's attract more applicants? Why or why not? If
so, what tactics might be effective?
15.
What technological paradigm shift did Reuters
face in the 1990s? How did that paradigm shift change the competitive playing
field?
16.
Why Reuters was slow to adopt internet-based
technology?
17.
Why do you think Tom Glocer was picked as CEO?
What assets did he bring to the leadership job?
18.
What do you think of Glocer’s attempts to change
the strategy and organizational culture at Reuters? Was he on the right track?
Would you do things differently?
GENERAL MANAGEMENT
1.What
makes George David such a highly regarded manager?
2.How
does David get things done through people?
3.What
evidence can you see of David’s planning and strategizing, organizing,
controlling, leading, and developing?
4.Which
managerial competencies does David seem to posses? Does he seem to lack any
1.Why
did the strategic plans adopted by companies like Level 3, Global Crossing, and
360 Networks fail?
2.The
managers who ran these companies were smart, successful individuals, as were
many of the investors who put money into these businesses. How could so many
smart people have been so wrong?
3.What
specific decision-making biases do you think were at work in this industry
during the late 1990s and early 2000s?
4.What
could the managers running these companies done differently that might have led
to a different outcome?
1.Why
did Dow Chemical first adopt a matrix structure? What benefits did it hope to
derive from this structure?
2.What
problems emerged with this structure? How did Dow try to deal with them? In
retrospect, do you think those solutions were effective?
3.Why
did Dow change its structure again in the mid-1990s? What was Dow trying to
achieve this time? Do you think the current structure makes sense given the
industry in which Dow operates and the strategy of the firm? Why?
1.Discuss
McDonald's current situation from a human resource planning perspective.
2.Is
McDonald's taking the best approach to improving its employer brand? Why or why
not? If you were in charge of developing the McDonald's employer brand, what
would you do differently?
3.Would
“guerrilla” recruiting tactics help McDonald's attract more applicants? Why or
why not? If so, what tactics might be effective?
1.What
technological paradigm shift did Reuters face in the 1990s? How did that
paradigm shift change the competitive playing field?
2.Why
was Reuters slow to adopt Internet-based technology?
3.Why
do you think Tom Glocer was picked as CEO? What assets did he bring to the
leadership job?
4.What do you think of Glocer’s attempts to
change the strategy and organizational culture at Reuters? Was he on the right
track? Would you do things differently?
WE PROVIDE CASE STUDY ANSWERS, ASSIGNMENT SOLUTIONS, PROJECT REPORTS AND THESIS
ARAVIND - 09901366442 –
09902787224
GENERAL MANAGEMENT
1. What are the barriers to entry into the pharmaceutical
industry? To what extent do you think these entries barriers protect
established pharmaceutical companies from new competitors?
2. The pharmaceutical industry has long been one of the most
profitable in the United States. Why do you think this is the case?
3. What forces in the general environment influence the nature
of competition in the task environment facing pharmaceutical firms?
1. How have lower development and tooling costs given Japanese
auto manufacturers an advantage in the marketplace?
2. What steps are the Detroit automobile makers taking to
reduce product development time and tooling costs? If they are successful, what
are the implications of these initiatives for the number of car models they can
sell and breakeven volumes for individual models? Will these initiatives
benefit Detroit’s customers? How?
3. The Japanese producers have for years used many of the
methodologies now being introduced in Detroit. Why do you think it has taken
the Detroit automakers so long to respond to their foreign competitors?
1. What kind of control system does Lincoln Electric rely on to
generate high employee productivity?
2. Can you think of any possible unintended consequences of an
incentive pay system based on piecework? How does Lincoln guard against these
unintended consequences?
3. Do Lincoln’s control systems match the strategy of the
enterprise? How?
1. From a power perspective, what do you think explains the
rise of Mike Sears to the CEO position at Boeing? What were the sources of his
power?
2. Once he became CFO, what did Mike Sears do to consolidate
his power base at Boeing? What sources of power was he trying to accumulate?
What was he trying to do with this power
3. What do you think about the ethics of Sear’s actions? Does
the fall of Mike Sears prove that power tends to corrupt?
4. What does the case tell you about the nature of internal
organizational politics at Boeing during this period? As incoming CEO, would
you see this as a problem? If so, how would you deal with it?
5. Do you think that power is more important in an organization
like Boeing than in one that has less politics? Why?
1. Use your knowledge of emotions and attitudes to explain why
the LINK650 employees were dissatisfied with their work.
2. Identify the various ways in which employees expressed their
job dissatisfaction on the LINK650.
3. Shaun O’Neill commitment to the LINK organization dwindled
over his two years of employment. Discuss the factors that affected his
organizational commitment.
GENERAL MANAGEMENT
1. What
is spirituality?
2. Is
this topic appropriate for businesses?
3. What
are the arguments for and against its inclusion in business?
1. What
are the management issues in this case?
2. What
did Coke do and what could have been done differently?
3. What
are the key factors that were or should have been considered by
Management?
1. What
is your assessment of Barrett’s performance and his vision for Intel? Is he
the right person for the job at Intel?
2. What
are some problems associated with frequent reorganization?
3. What
are the pros and cons for focusing on the distant futures and the heavy
investments in new technologies?
1. Compare
and contrast the careers of Bill Gates and Steve Jobs.
2. Compare
and contrast the leadership styles and managerial practices of Gates
and Jobs.
3. What
do you think about the future of Microsoft and Apple Computers?
4.
What is the outlook on life of the two computer nerds?
1. Discuss
the evolving use of information technology at American Airlines?
2. Should
American Airlines expand its position in Europe? What are the arguments
for and against this expansion?
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