Tuesday 23 December 2014

GENERAL MANAGEMENT. ARAVIND 9901366442.doc

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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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