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principles managerial finance

Questions and Answers of Principles Managerial Finance

' A change that W&S HÎÏÊIÏIPÏËd bl.1t was not SHCCCSSfiIHY iOEPlfifilfiîfltfid.
' An implemented change that, from your perspective, was needed, was implemented, and was suc—cessful until long after implementation.
2. On a separate piece of paper, write a careful description of the following:
]. Identify two changes that have taken place in an organization with which you have been involved.The organization may be a work organization, a school-related organization, or a community group.
5. If appropriate, use your plan to start a negotiation and then write about your experience. Be sure to reflect on how the negotiation process unfolded as well as on the actual outcome.
4. Given the interests that you have identified, estimate how likely it is that you will be successfi.fl in negotiating your proposed change.
3. Identify some options to help make the pie bigger. What would you be willing to give up in exchange for a negotiated agreement? What would your negotiation partner be interested in getting in
2. Describe what you think are the reasons your proposal might be rejected. Try to think in terms of both the positions your negotiation partner might take as well as the true interests behind those
]. Describe the change you would like and explain why you want that change (identify your interests).
4. What will you do if the community insists that the name of the Center not be changed? Surely you’ve considered this possibility.
3. This Center was created by donations from about half a dozen donors, all of whom were local citizens or at least attached to this community in some significant way. \What do you have to say to the
2. What exactly is Knowles hoping to accomplish by having the Center carry his name?
1. How can the Center justify accepting money from a person who has so aggressively championed the cause of the tobacco industry? The moral inconsistency seems too obvious to consider, but apparently
' How could you now improve your negotiating performance? If you were to participate in the same negotiation again, what would you do differently?
' How well did you or the other party do in using objective criteria? Describe what happened.
' Were you able to find mutually beneficial options? If so, what were they?
' How did you or the other party focus on interests. rather than on positions?
' Did you or the other party have any trouble separating the people from the problem? If so, what happened?
' VVhat was the issue? What did you want? VÙhat did the other parties want?
2. Write a brief memo that describes your experience. Answer the questions listed below:
]. Identify an issue or event from your life in which you needed to engage in some negotiation or secure a commitment from another person or party. You can use any situation you found challenging,
3. How would you answer question 2 focusing on two other persons: one with whom you had a very positive experience and one with whom you had a negative experience?
2. From your responses, identify specific behaviors that helped you feel affirmed as a valued person and those that did not.
1. How did you feel about yourself in that situation?
3. How does the tone of the memo affect your perception of the credibility of the writer?
2. Do you think that anyone would ever write a memo like this one? VVhy or why not?
1. What are the main flaws in the document as it was originally written? What do you think would happen if the vice president of human resources received the original momo? What would you do if you
2. How could the presenter have improved his or her performance?
]. Did you think the presentation was effective? Why or why not?
5. Was the presenter’s message accessible visually and psychologically? How efÎective were the visuals and why?Overall Evaluation
4. Did the presenter offer a clear and memorable summary?
3. Would you have organized the presentation in the same way or do you think the presentation would have been more effective if the presenter had discussed certain things before others?
2. Did the presenter provide the support necessary to make his stated claims?
]. Did the presenter prepare the audience with climate, credibility, and content sets? Did the presenter seem to understand the audience?
3. Did the characteristics of the communication match the purpose of the presentation?SSSAP Questions
2. Did the presenter appear to have more than one goal for the presentation? If so, did the goals appear to be competing or complementary?
1. What was the primary purpose of the presentation?
Do I make my message relevant to this specific audience at this specific moment? Does my content focus on what I want my audience to understand, believe, or do as a result of my presentation—and
4. De ] answer the ‘Îs‘0 what?”qnefiian? Do I demonstrate that my message makes a difference?
3. How do I know? Do I draw on sources of evidence that my audience respects and understands?
2. Am ] specfic? Do I use specific examples and illustrations that my audience will enjoy and understand? Do I wrap my message around a core story or experience that my audience can relate to?
1. What do I mean? Do I define things adequately?
10. Do you notice specific things people do that make them effective or ineffective communicators—and then find yourself applying the effective ones?
Do people turn to you when it’s time for a meeting to be summed up?
Do you look people in the eye when you talk to them and when they talk to you?
Do you like to demonstrate what you’re talking about? Do you tend to “act out” what you’re describing?
Can you deal with challenging questions in a public setting without flaring upi>
4. Building on your responses from parts 1—3, write a brief memo to your instructor outlining a plan to help you expand and strengthen your power base. Be sure to identify the challenges you
3. What are the similarities and differences between your strategies for expanding your circle of influence and your strategies for improving your power within your existing circle of influence?
2. Identify someone who is currently in your circle of influence but who does not seem to value your abilities or contributions. What influence strategies have you used with that individual in the
]. Identify someone whom you would like to add to your circle of influence and consider how you could go about creating an interdependent relationship with that person. Be sure to have a clear idea
4. Building on your responses from parts 1—3, write a brief memo to your instructor outlining a plan to help you expand and strengthen your power base. Be sure to identify the challenges you
3. What are the similarities and differences between your strategies for expanding your circle of influence and your strategies for improving your power within your existing circle of influence?
2. Identify someone who is currently in your circle of influence but who does not seem to value your abilities or contributions. What influence strategies have you used with that individual in the
]. Identify someone whom you would like to add to your circle of influence and consider how you could go about creating an interdependent relationship with that person. Be sure to have a clear idea
Have you ever encountered a similar situation? VÙhat strategies, if any, did you use? What steps did you take? Did these steps increase your power base? How do you know?
What should Don’s next steps be?FPE—“.*—
What options or strategies should Don use with Frank?
What strategy and techniques is Frank using on Don?
3. Using the concepts and skills presented in the Learning activity, describe the possible consequences of how you would handle this situation. What do you think would happen?
' Would you decide to do everything within your power to get the mother admitted?
' Would you decide to help only by clarifying the mother’s need for admission?
' Would you decide not to try to influence the admission process? If not, why?
2. If you were Don, what action would you take?
1. Review the sources of influence and power described in this section. VÜhat sources of power and influ—ence tactics does Don have available to him?
| Which of my previous experiences help remind me that I have overcome challenges in the past?
| What fears do I have that might be blocking me from learning and moving forward?
| What questions should I be asking to help me as I am pursuing my mission?
Create hy being extemfllly open: How can I [aim find change?
| As I seek to serve them, do 1 let them know who I am and what my interests are?
| In what ways am 1 striving to make their lives better?
| How deeply do I understand the needs and interests of these peoplei>
Colldhoräte by heing other—fiemeci: ÏVhat cain I de to help others sdt£sfi their legifimfite needs, fèelings, find maints?
| Whom can I trust to help me make sure that I am living my values?
| Who are people who model the values that I want to live?
| What are the values that are most important to me?
Control by being intemlly directed: \Vhat integfity gdps de I haine, and how cain I close them?
| If1 were starting with a blank page, whom would I include in my network to help me accomplish my mission?
' How will the future be different after 1 have accomplished my mission?
| What is it that I am authentically interested in accomplishing?
5. Brainstorm a list of “principles” or lessons learned from the examples discussed in your group. How might these principles and lessons help you with future job searches and career planning?
4. Can you make any inferences about how your examples might connect to the 10 reasons why people choose to stay with an organization?
5. Which of the four psychological aspects of empowerment (meaning, competence, self-determination, and impact) seem most related to motivation and productivity in your examples?
2. Do you see any patterns? For example, are more of the factors listed within the control of individuals versus outside of their control? Are there any surprising or unexpected themes or
- Does the mission or purpose of your company make you feel that your job is important?
- Does your supervisor, or someone else at work, seem to care about you as a person?
- Do you have the opportunity to do what you do best every day there?
- Do you know what your manager and colleagues expect of you at work?
3. Less effective managers fail to develop similar expectations, . . . _ _ _ _ your own manager1al style. It also requires that you be a pos1—so, as a consequence, the productlvlty of the1r
2_ A unique characteristic of superior managers is their ability dealmg With the complexrtres and contmgencres of Job des1gn.to create high performance expectations that their subordi— MÜSt 1mpor
]. What managers expect of their subordinates and the way Being a positive Pygmalion is one of the single most they treat them largely determine subordinates’ perfor— important ways in which you
I Which of your reasons (if any) were not under your controli>
I Which of your reasons (if any) were under your direct Ændpersamd control?
I W/7y were you so motivated and able to work so productively?
3. In your description answer the following questions:
2. Write a short description of that situation. What was the situation, who was involved, what did you do, what was the outcome?
]. Think of a moment or situation during the last few months when you felt really motivated and as a result were productive and high performing.
4. Assume that you were going write Don’s objectives. What would be your first step? \What objectives would you suggest as appropriate for Don?
3. What should Nancy have done differently to achieve unity and alignment?
2. Why did Nancy’s approach to the MBC program generate such a negative reaction? Review the four steps or phases that are included in a good performance management system? Which of these steps did

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