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fundamentals of management

Questions and Answers of Fundamentals Of Management

6 Why do you think research has shown that idea champions are so essential to the initiation of change? Could they be equally important for implementation?
5 How might businesses use the Internet to identify untapped customer needs through open innovation? What do you see as the major advantages and disadvantages of the open innovation approach?
4 As a manager, how would you deal with resistance to change when you suspect employee fears of job loss are well founded?
3 What is meant by the terms internal and external forces for change? Which forces do you think are causes of change in a university? In a pharmaceuticals firm?
2 Relatively new forms of organisational development are the‘innovation sprint’ and ‘scrum’ approach and bring employees from diverse areas of the business together to produce innovative
1 Times of shared crisis, such as the 11 September 2001 terrorist attacks on the World Trade Center or the Brisbane floods of 2011, can induce many companies that have been bitter rivals to put their
8 If you were a manager at Samsung, what steps would you have taken to encourage creativity and get designers and engineers to come up with innovative products rather than make cheap imitations? What
7 explain the challenges to implementing organisational change, including critical success factors such as people and culture, overcoming resistance, and developing and implementing tactics using
6 identify a range of organisation development activities managers can use to support organisational change?
5 describe the benefits of training and development for influencing employees and organisational culture?
4 explain the value of cooperation, creativity, a bottom-up approach, internal contests, idea incubators, idea champions, and new-venture teams for innovation?
3 describe the exploration activities that organisations can undertake to ensure their products and technologies remain relevant for the work that they do and the value they create?
2 explain how disruptive innovation and the ambidextrous approach are possible responses to the forces that drive innovation and change in today’s organisations?
1 define innovation and organisational change?
3 Referring to Woodward’s research on manufacturing technology and structure, how would you categorise Honest Tea’s production?In what ways has this probably influenced the company’s structure?
2 How does Goldman’s experience as the founder of the company influence his ability to delegate?
1 What are some of Seth Goldman’s responsibilities as “TeaEO” of Honest Tea? Provide at least three detailed examples.
3 Should Coles consider an alternative structure? What types of factors would need to exist or emerge to make changing the organisation’s current structure a priority?
2 Based on the information available in the case, sketch a picture of the organisational structure following the adoption of modern technologies (such as the Internet) and diversified products (such
1 Based on the information available in the case, sketch a picture of the organisational structure after the rapid growth following WWII.What type of structure is this? Explain.
3 Send copies of the reports anonymously to the operations manager, who is Golopolus’s boss.
2 Mind your own business. Golopolus hasn’t said anything about the new guidelines, and you don’t want to overstep your authority.You’ve been unemployed and need this job.
1 Prepare a memo to Golopolus, summarising the new safety guidelines that affect the Rockingham product line and recommending implementation.
11 Describe the primary differences between manufacturing and service technology. How do these differences influence the type of structure that will be most effective?
10 Experts say that organisations are becoming increasingly decentralised, with authority, decision-making responsibility and accountability being pushed further down into the organisation.How will
9 An international matrix structure tends to be organised by product divisions and geographic regions. Why would these two chains of command be used rather than product and function, as in domestic
8 Why are divisional structures frequently used in large organisations?Does it make sense for a huge company such as Singapore Airlines to stay in a functional structure?
7 What is the network approach to structure? Is the use of authority and responsibility different compared with other forms of departmentalisation? Explain.
6 The Hay Group published a report that some managers have personalities suited to horizontal relationships such as project management that achieve results with little formal authority.Other managers
5 The divisional structure is often considered almost the opposite of a functional structure. Do you agree? Briefly explain the major differences in these two approaches to departmentalisation.
4 Would you expect the structure of a company such as Facebook, which operates almost entirely online, to differ from the structure of a bricks-and-mortar company, such as Bunnings, which uses the
3 Contrast centralisation with span of control. Would you expect these characteristics to affect each other in organisations? Why?
2 If you wanted to add a group of big data scientists to a large organisation, such as Coles Group Ltd, would you centralise the scientists in a central pool at headquarters or decentralise them to
1 Sandra Holt, manager of Electronics Assembly, asked Hector Cruz, her senior technician, to handle things in the department while she worked on the budget. Sandra needed peace and quiet for at least
7 What advice would you give Carlos Ghosn about using structural design to help turn Nissan around? What structural changes might solve Nissan’s problems with poor coordination and shatter the
6 identify how structure can be used to achieve an organisation’s strategic goals and define production technology, and explain how it influences organisation structure.
5 explain why organisations need coordination across departments and hierarchical levels, and describe mechanisms for achieving coordination
4 describe the contemporary team and virtual network structures and why they are being adopted by organisations
3 explain the matrix approach to structure and its application to both domestic and international organisations
2 describe the ways that organisations are often departmentalised, with focus given to the different functional and divisional approaches to structure
1 discuss the fundamental characteristics of organising the vertical structure of organisations and explain concepts such as work specialisation, chain of command, span of management and
5 Some companies do not display performance statistics and targets to nearly the extent that Toyota does. Comment on why you think this is so, in the sense that if it is worthwhile to do so, why are
4 Toyota spends a lot of time, money and effort on managing to set goals. Do you think this is fruitful expenditure? Why/ why not?
3 List the core decisions that Toyota executives had to make concerning the transition. How much complexity of interdependence was there across these various decisions?
2 How would you set goals for the company during this transition phase?
1 What arrangements would you have put in place to ensure the successful implementation of the manufacturing transition, once the closure announcement was made in 2014?
14 What do you think is your dominant decision style? Which style are you most comfortable using? Which style feels least comfortable? What are the implications for the type of job you might want to
13 Can you think of a bad decision from your own university or work experience, or from recent business or political news stories, that was made in an effort to correct or justify a past decision? As
12 Do you think intuition is a valid approach to making decisions in an organisation? Why or why not? How might intuition be combined with a rational decision approach?
11 List some possible advantages and disadvantages to using computer technology for managerial decision making.
10 As a new, entry-level manager, how important is it to find ways to compensate for your relative lack of experience when trying to determine which alternative is most likely to succeed? What are
9 What techniques could you use to improve your own creativity and effectiveness in decision making?
8 What is meant by satisficing and bounded rationality? Why do managers not strive to find the economically best solution for many organisational decisions?
7 What are the main differences between the administrative and political models of decision making?
6 What opportunities and potential problems are posed by the formation of more than one coalition within an organisation, each one advocating a different direction or alternative? What steps can you
5 Analyse three decisions you made over the past six months. Which of these were programmed and which were non-programmed?Which model – the classical, administrative or political – best describes
4 Experts advise that most catastrophes in organisations result from a series of small problems or mistakes. As a new, entry-level manager, how might you apply this understanding to help your
3 Explain the difference between risk and ambiguity. How might decision making differ for each situation?
2 Why is decision making considered a fundamental part of management effectiveness?
1 You are a busy partner in a legal firm. An experienced secretary complains of continued headaches, drowsiness, a dry throat and occasional spells of fatigue and flu. She tells you she believes air
4 identify the biases that frequently result in poor judgement when managers make decisions and identify and explain innovative techniques for decision making, including brainstorming, evidence-based
3 explain the process by which managers actually make decisions in the real world, identifying and summarising the six steps used in managerial decision making and the four personal decision styles
2 compare the ideal, rational model of decision making to the political model of decision making
1 explain why decision making is an important component of good management, discussing the difference between programmed and non-programmed decisions and the decision characteristics of certainty and
3 Which of the three competitive strategies – differentiation, cost leadership, or focus – do you think is right for Theo Chocolate?Explain.
2 Using the BCG matrix, explain Theo’s decision to offer a classic line of chocolate bars after having limited success with Fantasy Flavor chocolates.
1 Evaluate Theo’s new strategy in light of the company’s strengths, weaknesses, opportunities and threats.
3 Would you rate Costco’s competitive strategy as pursuing differentiation, cost leadership, focus or some combination?Why?
2 With respect to competitive strategy, identify and evaluate Costco’s target customers, its core competence, and how it builds synergy and delivers value.
1 Costco opened stores in Australia in 2009 and continues to expand internationally. Have you shopped at a Costco store? How do you think a Costco store compares to a Target, Big W or Kmart
3 Pass, and hope a board majority prevails without your vote. You are not qualified to make a decision on this anyway?
2 Reject the buyout bid. Providing Keldine with a future, even if uncertain because of its resistance to change, is more important than accepting what may be the best offer ever received.
1 Vote to accept the offer of Graham Industries and assure a shortterm profit for the shareholders and executives. They are your first responsibility.
14 How might a corporate management team go about determining whether the company should diversify? What factors should they consider? What kinds of information should they collect?
13 Describe how the Internet increases the bargaining power of consumers, one of Porter’s five competitive forces. Have you felt increased power as a consumer because of the Internet? Explain.
12 If you are the CEO of a global company, how might you determine whether a globalisation, transnational or multidomestic strategy would work best for your enterprise? What factors would influence
11 You are a middle manager helping to implement a new corporate cost-cutting strategy, and you’re meeting scepticism, resistance and, in some cases, outright hostility from your subordinates. In
10 Do you think the movement towards corporate collaborations, alliances and partnership rather than competition is a passing phenomenon or here to stay? What skills would make a good manager in a
9 Fortune magazine found that a clear, stable strategy is one of the defining characteristics of companies on the list of ‘The World’s Most Admired Companies’. Why might this be the case?
8 As administrator for a medium-sized hospital, you and the board of directors have decided to change from a short-term, acutecare facility to a drug-dependency hospital. Which organisational
7 Walt Disney Company has four major strategic business units(SBUs): films, theme parks, consumer products and television(primarily pay/cable). Place each of these SBUs on the BCG matrix based on
6 Using Porter’s competitive strategies, how would you describe the strategies of Target, Coles Supermarkets, David Jones and Kmart?Do any of these companies also use cooperative strategies?
5 Netflix has successfully adapted to a number of challenges in its industry. What do you see as some emerging opportunities and threats for the company?
4 Perform a SWOT analysis for the university you attend. Do you think university administrators consider these factors when devising their strategy?
3 If an organisation has hired strategic management professionals to help top managers, during which part of the strategic management process would they play the largest role?
2 Dell Technologies has acquired a large cloud infrastructure and services company (EMC) to improve its capacities and capabilities to provide services (not just computer hardware) to customers.
1 Assume you are the general manager of a large hotel and have formulated a strategy of renting banquet facilities to organisations for big events. At a monthly management meeting, your sales manager
◗ Most large companies use a combination of global strategies to achieve global standardisation and efficiency, as well as respond to local needs and preferences in various countries.
◗ A transnational strategy is a strategy that combines global coordination to attain efficiency with local flexibility to meet needs in different countries.
◗ A multidomestic strategy means that competition in each country is handled independently. Product design and advertising are modified to suit the specific needs of individual countries.
◗ With a globalisation strategy, product design and advertising are standardised throughout the world.
◗ When formulating a strategy as the focus for global operations, managers face a dilemma between the need for global standardisation and the need for local responsiveness.
9 Imagine you are in charge of renewing the corporate strategy for Netflix. The threat of new entrants to the industry is high, although it’s unlikely that a new company could make a significant
8 discuss the organisational dimensions used for implementing strategy?
7 compare and contrast the globalisation, multidomestic, and transnational strategies for global business
6 discuss emerging and models of strategy and their benefits for business growth
5 summarise how functional-level strategies support the implementation of business-level strategy
4 describe business-level strategies, including Porter’s competitive forces and strategies, and cooperative strategies
3 explain three approaches to corporate-level strategy: portfolio;the Boston Consulting Group (BCG)Matrix; and diversification
2 describe the strategic planning process and summarise how SWOT analysis can be used to evaluate an organisation’s strengths, weaknesses, opportunities and threats

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