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GENERAL
MANAGEMENT
Q
1. How were principles of delegation and decentralization incorporated into
Cine – Made operations?
Q
2. What are the sources and uses of power at Cin – Made?
Q
3. What were some of the barriers to delegation and empowerment at Cin –Made?
1.
What specific errors did Warren and Carol Oats make during their first week in
Japan?
2.
If you were talking to a non-U.S. businessperson making a first contact with an
American
company,
what advice would you give?
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 are the advantages and disadvantages of centralization and
decentralization?
2.
What was the rationale for the Ford 2000 program?
3.
Why did Ford change from decentralization to centralization to
recentralization?
4.
Why did Ford establish a luxury car division?
5.
Do you think Ford will be in the competitive global market? Why or why not?
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
investment in new
technologies?
GENERAL
MANAGEMENT
1.
describe how you think new employees Mississippi power “learn” the culture
2.
what stack holder might be important to Mississippi power ?what concern might
each of these stack
holders
have? would these stack holder change if there was a disaster to which the
company had to
respond?
3.
What could other organization learn from Mississippi power about the importance
of organization
culture?
1.
What global attitude do you think would most supp ort, promote, and encourage
cultural awareness? Explain.
2.
Would legal-political and economic differences play a role as companies design
appropriate cultural
awareness
training for employees? Explain.
3.
Pick one of the countries mentioned in the case and do some cultural research
on it. What did you find out about the culture of that country? How might this
information affect the way a manager in that country plans, organizes, leads,
and controls?
4.
What advice might you give to a manager who has little experience globally?
1.
What barriers to communication were evident at Voyant? What other communication
barriers likely
existed?
Explain.
2.
What suggestions presented in the chapter might Voyant’s employees have used to
overcome
communication
barriers?
3.
Why were the structural changes important to the success of the communication
changes?
4.
Why do you think Ernstrom believes that the company’s customers are happier
than ever before? What role do you think communication plays?
1.
What HR problems were evident at the Denver Mint?
2.
Some businesses use a zero-tolerance policy—unacceptable and detrimental
behavior is not tolerated under any circumstances. Is a zero-tolerance policy
an appropriate response for combating sexual harassment? Why or why not?
3.
What types of training might you suggest for the employees of the Denver Mint?
Explain what this
training
should include and how you would present it.
4.
If you were the superintendent in charge of this facility, what steps would you
take now that a
settlement
has been reached to ensure that your workplace becomes a model workplace?
1.
How might value chain management be useful in this type of organizational
setting? Explain.
2.
Would Productivity measures be important to a concert tour? How might
productivity be measured in this type of organizational setting?
GENERAL
MANAGEMENT
Q. 1: To reduce the trade deficit, and to
slow the outsourcing (or off shoring) of U.S. jobs, many people encourage
Americans to insist on purchasing consumer goods made in the United States.
What are the advantage and disadvantage of a buy American policy?
Q. 2: A manufacturing supervisor changed
his sex from male to female, and took a medical leave of absence during the
final stages of the transformation. Upon her return, she wanted her old job
back. The company offered her a technician’s job but refused to reappoint her
as supervisor, saying she would create too many distractions. Describe whether
you think this situation is a question of job discrimination?
Q. 3: For what type of leadership situation
might a transformational leader be inappropriate?
Q
.4: Think back to the executive who recognized employees with motivational stickers,
such as “Dynamite.” What impact might such a sticker have on your job
performance and satisfaction?
Q. 5: How might understanding the steps in
the communication process help managers and staff professionals do a better
job?
Q. 6: In what way is participating on a
spots team, in a musical band, or in an orchestra good participation for being
a member of a work group on the job?
Q. 7: Why don’t managers who are great
controllers generally receive as much publicity as managers who are great
leaders?
Q. 8: Why should management be willing to
rehabilitate employees through an employee assistance program when so many
workers have been downsized in recent years?
Q.9
What are some examples in modern world politics that can be explained by game
theory and or chaos ?
Q.10:
Who are the stakeholder's networks and coalitions to influences stakeholders?
GENERAL
MANAGEMENT
1. What
other planning tools and techniques might be useful to Andrew Friedman as he
oversees and directs the team’s operations? Be specific.
2. In baseball, where the traditional approach to
assessing player potential and performance has involved watching the individual
play in different settings (scouting the player) and where most of the team management
would not have a business background, how might you overcome the doubts of“ traditionalists”
about the benefits of using quantitative tools and techniques?
3.
What are some ways that Friedman might evaluate
whether his quantitative tools are
working? Be specific
1.
Describe Ricardo Semler’s leadership style. What
do you think the advantages and drawbacks of his style might be?
2.
What challenges might a radically “hands-off”
leader face? How could those challenges be addressed?
3.
How could future leaders be identified in this
organization? Would leadership training be important to this organization?
Discuss.
4. What could other businesses learn from Ricardo
Semler’s approach to leadership?
1. What is the primary problem
in this case?
2. How would each of the
approaches to management in this chapter analyze the case?
3. How should the plant manager
restore product ion on the assembly line?
4. What policy, if any, should
be developed to prevent future production interruptions
1.
Who are the stakeholders in this case ?
2.
Which stakeholders are most important ?
3.
What are the critical trends in Tri – State’s
environment ?
4.
Why do you think Tri – State’s customers are so
upset ?
5.
What should John Godwin do
1.
What economic and social factors should
Fresh Fields managers watch ?
2.
Suppose you manage a local supermarket and
Fresh Fields comes to town. How would
you reinvent your organization to meet the challenges posed by Fresh Fields
GENERAL
MANAGEMENT
1.
What is spirituality?
2.
Is this topic appropriate for businesses?
3.
What are the arguments for and against its inclusion in businesses?
1.
Why was Ghosn successful at Nissan in Japan?
2.
How non-Japanese were his managerial action?
3.
What MBO concept did Ghosn apply?
4.
Can Ghosn success at Nissan be repeated at Renault? Why or why not?
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 are the advantages and disadvantages of centralization and
decentralization?
2.
What was the rationale for the Ford 2000 program?
3.
Why did Ford change from decentralization to centralization to
recentralization?
4.
Why did Ford establish a luxury car division?
5.
Do you think Ford will be in the competitive global market? Why or why not?
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
investment in new technologies?
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