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fundamentals of management

Questions and Answers of Fundamentals Of Management

4 What steps could a company take to avoid making product design and marketing mistakes when introducing new products into a foreign country?
3 What policies or actions would you recommend to an entrepreneurial Australian business wanting to do business in Asia, Europe or the US?
2 Do you think it is realistic that bottom of the pyramid (BOP)business practices can have a positive effect on poverty and other social problems in developing countries? Discuss.
1 What specifically would the experience of living and working in another country contribute to your skills and effectiveness as a manager in your own country?
8 Thinking ‘win/lose’ when negotiating? Do you usually try to win a negotiation at the other’s expense?
7 Legalistic to win your point? Do you hold others to an agreement regardless of changing circumstances?
6 ‘All business’? Do you think that it is a waste of time getting to know someone personally before discussing business?
5 Short-term oriented? Do you place more emphasis on the short term than on the long term in your thinking and planning?
4 Unfamiliar with cultural specifics in other countries? Do you have limited experience in other countries?
3 Argumentative? Do you enjoy arguing for its own sake?
2 A poor listener? Are you uncomfortable with silence? Does your mind think about what you want to say next?
1 Impatient? Do you have a short attention span? Do you want to keep moving to the next topic?
7 describe how regional trading alliances are reshaping the international business environment.
6 discuss how the international landscape is changing, including the growing power of China, India and Brazil
5 indicate how dissimilarities in the economic, legal–political and sociocultural environments throughout the world can affect business operations
4 define international management and explain how it differs from the management of domestic business operations
3 describe the characteristics of a multinational corporation and explain the ‘bottom of the pyramid’ concept
2 describe a global mindset and why it has become imperative for companies operating internationally
1 define globalisation and explain how it is creating a borderless world for today’s managers
3 Assume you are Jasper. What are the first two steps you would take to handle the Henry Darger situation? How would your role as a cultural leader influence your decision? What message will your
2 Analyse Richmond’s culture. In addition to the expressed cultural values and beliefs, what other subconscious values and beliefs do you detect? Are conflicting values present? When values are in
7 What decisions would you make on these questions?
6 What other considerations are important in our planning: for example, can technology help us to cope?
5 Should we ‘accept the inevitable’ and try to sell the business?
4 Should we try to partner with a bigger company in order to survive and what would this mean to our income levels and autonomy?
3 Can we reduce our costs as a way of competing?
2 Can we improve our service levels to customers so they won’t switch when the global player (which has a very well respected brand) comes to town. How?
1 Is Adelaide too small a place for a global player to enter so will this factor protect us?
3 Talk to the company’s legal counsel and contact the Society of Competitive Intelligence Professionals for guidance. Then, with their opinions and facts to back you up, go to your boss.
11 General Electric is famous for firing the lowest-performing 10 per cent of its managers each year. Valero Energy has a strict no-layoff policy, believing that people need to feel secure in their
8 Many companies are ‘going green’ or adopting environmentally friendly business strategies. How do companies benefit from going green?
7 Why are interorganisational partnerships so important for today’s companies? What elements in the current environment might contribute to either an increase or a decrease in interorganisational
6 Why do you think many managers are surprised by environmental changes and unable to help their organisations adapt? Can a manager ever be prepared for an environmental change as dramatic as that
3 Would the task environment for a mobile phone company discussed in this chapter contain the same elements as that for a government welfare agency? Discuss.
2 What challenges do they pose? How can you prepare to manage in a flat world?
1 What are the characteristics of a flat world, a term used by Thomas Friedman to describe today’s business environment?
4 explain organisational symbols, stories, heroes, slogans and ceremonies and their relationship to corporate culture
3 define corporate culture and give organisational examples
5 Toyota in Australia has always cared very much for its reputation in the market place and in the minds of its customers. One of its sayings was ‘Employee first equals customer first’. Interpret
4 For the many suppliers to the automotive industry in Australia, who make so many different parts, from seats to plastic components(e.g. Toyota had nearly 50 per cent of the parts sourced by local
3 If you were a shop floor team member (factory worker) at Toyota in Melbourne, and like many of them, you had worked there for more than two decades, what emotional response would you have had to
2 Once the company announced the Australian manufacturing closure, it set a local goal, of ‘Last car equals best global car’. What would this imply, could it be accomplished, and how?
1 Toyota gave itself, its customers, dealers, suppliers and employees nearly four years to implement the manufacturing closure in Australia. What were the main specific challenges the company would
11 How would you apply systems thinking to a problem such as poor performance in your current academic studies? Or to a problem with a romantic partner or family member? Try to identify all the
9 Explain the basic idea underlying the contingency view. How would you go about identifying key contingencies facing an organisation?
7 As organisations become more technology-driven, which do you think will become more important: the management of the human element of the organisation, or the management of technology?Discuss.
6 A management lecturer once said that for successful management, studying the present was most important, studying the past was next and studying the future was least important. Do you agree? Why?
5 Can you think of potential drawbacks to retailers using labourwaste elimination systems based on scientific management principles, as described in the text? Despite being around 100 years old, do
4 The Bain survey of management tools and trends, which was cited earlier in this chapter, found that the use of social media programs is growing, but that as a tool, social media also has one of the
2 Big data analytics programs (analysing massive data sets to make decisions) use gigantic computing power to quantify trends that would be beyond the grasp of human observers. As the use of this
9 There is a lot that can be learned from what has and has not worked in managing organisations in the past, to inform managerial strategies going forward?
8 Management is a dynamic field, always changing in some ways, yet there are some concepts and techniques that have stood the test of time.
7 describe the management changes brought about by the technologydriven workplace, including the role of social media programs and customer relationship management (CRM).
4 discuss the management science approach and its current use in organisations
3 describe the major components of the classical and humanistic management perspectives
2 identify and explain major developments in the history of management thought
1 understand how historical forces influence the practice of management
◗ The ‘triple bottom line’ required an organisation to balance their financial, environmental and social obligations.
◗ Leading organisations in all industries have advanced their financial outcomes through incorporating sustainable development principles and practices.
◗ Advanced and progressive managers are balancing the short-term need to be profitable with longterm opportunities that drive efficiency, stakeholder relationships and marketplace advantages.
◗ Australian managers tend to be poorly qualified in comparison to managers from other major nations.
◗ Australian manager weaknesses include their lack of long-term vision and strategic perspective, as well as their poor ability to manage teams and empower others.
◗ Australian manager strengths include their openness and honesty and their egalitarian, hard-working attitudes.
◗ Australian managers are ranked 21st out of 41 countries by the World Economic Forum in an assessment of management competency.
◗ The five leadership skills required for crisis management are stay calm, be visible, put people before business, tell the truth and know when to get back to business.
◗ Daily uncertainty and turbulence has meant that crisis management has become a critical skill for every manager.
◗ Today’s managers and organisations face various levels of crisis every day.
4 List two activities that leaders at Camp Bow Wow perform daily, and identify which of the 10 managerial roles discussed in the chapter figure prominently for each.
3 Which activities require high effectiveness?
2 Which activities at Camp Bow Wow require high efficiency?
1 List the three broad management skill categories and explain which skills are needed most for each of the Camp Bow Wow leaders highlighted in the video.
4 Is this an organisation that you would like to be a manager within?Why or why not?
3 How do you think Jamie should have handled each of the incidents with Marianne? Holly and Carol Jean? Victoria?
2 How do these traits help or hinder her potential to get the top position at the Riverwood Shopping Centre salon?
1 What positive and negative managerial characteristics does Jamie possess?
3 Meet with Jacobs and the employee to try to resolve the current issue, then start working with Rose Anastasiou from HR and other senior managers to develop stronger policies regarding sexual
2 Launch a full-scale investigation of employee complaints about Jacobs, and make Jacobs aware that the documented history over the past 10 years has put him in a precarious position.
1 Ignore the problem. Jacobs’ contributions to new product development are too valuable to risk losing him, and the problems over the past 10 years have always worked themselves out
13 Do you want to become a manager, or do you prefer to be an individual contributor to your employer? Why?
12 Which sector and organisation type will you most be suited to work in, and why? Would it be a start up, or a well established organisation, or a not-for-profit? Do you have a preferred industry
11 How does sustainable development as a concept guide managers to do more than just maximise financial outcomes in the short term? What is the fit between the concepts of sustainable development and
10 How might the teaching of a management course be designed to help people make the transition from individual performer to manager and to prepare them for the challenges they will face?Explain.
9 Discuss some of the ways organisations and jobs have changed over the past 10 years. What changes do you anticipate over the next 10 years? How might these changes affect the manager’s job and
8 A university professor once told her students, ‘We can teach you the concepts of management, but you will only know if you are a good manager once you have tried it for a good few years’.
7 If managerial work is characterised by variety, fragmentation and brevity, how do managers perform basic management functions such as planning, which would seem to require reflection and analysis?
6 Suppose you are a bright, hard-working entry-level manager who fully intends to rise through the ranks. Your performance evaluation gives you high marks for your technical skills but low marks when
5 Is efficiency or effectiveness more important to organisational performance? Can managers improve both simultaneously?
4 Why do some organisations seem to have a new CEO every year or two, whereas others have top leaders who stay with the company for many years (for example, Jack Welch’s 20 years as CEO at GE)?
3 Jeff Immelt of GE has said that the most valuable thing he learned in business school was that ‘there are 24 hours in a day, and you can use all of them’. Do you agree or disagree? What are
2 Assume you are a project manager at a biotechnology company, working with managers from research, production and marketing on a major product modification. You notice that every email you receive
1 How do you feel about having a manager’s responsibility in today’s world, which is characterised by uncertainty, ambiguity and sudden changes or threats from the environment? Describe some
10 How can the managers in PETRONAS and other oil companies, large and small, have any confidence in their decisions and plans in an environment where the low prices for their main products are out
9 discuss the meaning of sustainable development.
8 discuss the future challenges for Australian managers
7 explain the leadership skills needed for effective crisis management
6 discuss the innovative management competencies needed to deal with today’s turbulent business environment, including issues such as diversity, globalisation and rapid change
5 describe management types and the horizontal and vertical differences between them
4 describe conceptual, human and technical skills, and their relevance for managers and employees
3 explain the difference between efficiency and effectiveness and their importance for organisational performance, including in terms of innovation outcomes
2 describe the four management functions and the type of management activity associated with each

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