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business
supervisory management

Questions and Answers of Supervisory Management

What measures can be taken to make cybercrime economically less attractive for hackers and cybercriminals?
How do different environmental factors affect cybercrime?
How are the costs and benefits to engage in cybercrime changing for a cybercriminal?
Why do some individuals find it attractive to engage in cybercrime?
What is the current status of privacy regulations in African and Latin American countries?
What are some examples of organizations that engaged in deceptive privacy practices?How did those practices violate the principles of FIPs?
How do social, cultural, and historical factors affect the development of laws, regulations, and policies related to privacy?
What are the key features of the GDPR?
Which provisions of FIPs are most likely to be violated by companies?
What key principles and provisions of fair information practices address privacy concerns?
How do privacy, confidentiality, and security differ?
Describe the current state of CS.
What are predatory and market-based cybercrimes? Explain with examples.
How is the cyberthreat landscape changing?
What types of costs might a firm encounter if it faces a cyberattack?
P6-7. Using the company’s most current financial statements, calculate the following financial ratios:current, debt to assets, inventory turnover, total asset turnover, profit margin on sales, and
P6-6. Evaluate the control measures Starbucks is using with its gift cards from the standpoint of the three steps in the control process.
P6-5. What “red flags” might indicate significant deviations from standard for (a) an hourly partner,(b) a store manager, (c) a district manager, (d) the executive vice president of finance, and
P6-4. What types of feedforward, concurrent, and feedback controls does Starbucks use? Are there others that might be important to use? If so, describe.
P6-3. What control criteria might be useful to a retail store manager? To a barista at one of Starbucks’s walk-in-only retail stores? How about for a store that has a drive-through?
P6-2. Describe how the following Starbucks managers might use forecasting, budgeting, and scheduling(be specific): (a) a retail store manager; (b) a regional marketing manager; (c) the manager for
P6-1. What companies might be good benchmarks for Starbucks? Why? What companies might want to benchmark Starbucks? Why?
MO-9. How might operations management apply to other managerial functions besides control?
MO-8. Describe lean management and explain why it’s important.
MO-7. What are ISO 9000 and Six Sigma?
MO-6. How does technology play a role in manufacturing?
MO-5. How could you use value chain management in your everyday life?
MO-4. What is required for successful value chain management? What obstacles exist to successful value chain management?
MO-3. What is a value chain, and what is value chain management? What is the goal of value chain management?What are the benefits of value chain management?
MO-2. Do you think that manufacturing or service organizations have the greater need for operations management? Explain.
MO-1. What is operations management?
PC-9. In what ways is managing a project different from managing a department or other structured work area? In what ways are they the same?
PC-8. The Wall Street Journal and other business periodicals often carry reports of companies that have not met their sales or profit forecasts. What are some reasons a company might not meet its
PC-7. Do intuition and creativity have any relevance in quantitative planning tools and techniques? Explain.
PC-6. “It’s a waste of time and other resources to develop a set of sophisticated scenarios for situations that may never occur.” Do you agree or disagree? Support your position.
PC-5. What is project management, and what are the steps managers use in planning projects?
PC-4. Why is flexibility so important to today’s planning techniques?
PC-3. How does PERT network analysis work?
PC-2. Describe the four techniques for allocating resources.
PC-1. Describe the different approaches to assessing the environment.
18-20. Are there any productivity concerns with allowing employees to use their personal devices at work?
18-19. Given the privacy and security concerns, are BYOD programs really a good idea for companies?
18-18. Can you think of any other privacy or security concerns for companies that have a BYOD program?
18-17. Would you want to use your personal device for work purposes?
18-16. What are some measures of organizational performance that Chipotle management should use
18-15. How can Chipotle make sure that employees are following the new foodhandling standards?
18-11. Other than the obvious, what problems do you see here, especially as it relates to control?
18-10. What are some work activities in which the acceptable range of variation might be higher than average? What about lower than average? (Hint: Think in terms of the output from the work
18-9. Why is control important to customer interactions?
18-8. “Every individual employee in an organization plays a role in controlling work activities.” Do you agree with this statement, or do you think control is something that only managers are
18-7. In Chapter 6 we discussed the white-water rapids view of change, which refers to situations in which unpredictable change is normal and expected, and managing it is a continual process. Do you
18-6. Why is control important to customer interactions?
18-5. Explain the balanced scorecard approach to evaluating organizational performance.
18-4. What do the two liquidity ratios—current and acid—actually measure and reveal?
18-3. Discuss the four main workplace discipline problems.
18-2. State the information sources for measuring performance.
18.5 Discuss contemporary issues in control.● Develop your skill at dealing with difficult people.
18.4 Describe tools used to measure organizational performance.
18.3 Explain how organizational and employee performance are measured.● Know how to be effective at giving feedback.
18.2 Describe the three steps in the control process.
18.1 Explain the nature and importance of control.
P5-17. Which of the company’s principles (see website)influence the leading function of management?Explain how the one(s) you chose would affect how Starbucks’ managers deal with (a) individual
P5-16. What is Starbucks doing “right” with respect to the leading function? Are they doing anything“wrong?” Explain.
P5-15. Do you agree that leadership succession planning is important? Why or why not?
P5-14. Describe Howard Schultz’s leadership style. Would his approach be appropriate in other types of organizations? Why or why not?
P5-13. Suppose you’re a Starbucks store manager in Birmingham, Alabama. How do you find out what’s going on in the company? How might you communicate your concerns or issues?
P5-12. Give some examples of the types of communication taking place at Starbucks.
P5-11. If you were an executive, would you be concerned about the drastic drop in ranking on the list of best companies to work for and not being ranked in the most current list? Why or why not? What
P5-10. Former CEO Jim Donald once said, “Spending money to put people first is smart money.” Do you agree or disagree? Why?
P5-9. Howard Schultz says, “We all want the same thing as people—to be respected and valued as employees and appreciated as customers.” Does the company respect and value its partners
P5-8. Does Starbucks “care” too much for its partners?Can a company ever treat its employees too well?Why or why not?
P5-7. Using the Job Characteristics Model in Exhibit 16–6, redesign a part-time hourly worker’s job to be more motivating. Do the same with a store manager’s job.
P5-5. Discuss the “ideal” Starbucks employee in terms of the various personality trait theories.P5-6. Describe in your own words the workplace environment Starbucks has tried to create. What
P5-4. Look at the description of the types of people Starbucks seeks. What individual behavior issues might arise in managing these types of people?(Think in terms of attitudes, personality, etc.)
P5-3. As Starbucks continues to expand globally, what factors might affect partner responses on a partner view survey? What are the implications for managers?
P5-2. How might the results of the partner survey affect the way a local store manager does his or her job? How about a district manager? How about the president of global development? Do you think
P5-1. Do the overwhelmingly positive results from the 2005 partner survey surprise you? Why or why not?Do you think giving employees an opportunity to express their opinions in something like an
17-21. What could be the potential drawbacks of this type of organizational ownership?
17-20. Do you think that this partnership approach will solve any of the problems associated with the Equity theory? Why or why not?
17-19. “Money is not a motivator.” Discuss this statement in light of the JLP case.
17-18. Considering the Goal-setting theory, how do you think this partnership structure will affect the setting and achievement of challenging individual goals?
17-17. Is there a link between the approach at the John Lewis partnership and the earlier theories of motivation?
17-16. As a manager at HKDL, how would you keep the theme-park employees motivated?
17-15. What is HKDL’s biggest challenge in keeping employees motivated?
17-14. Using what you’ve learned from studying the various motivation theories, what does HKDL’s situation tell you about employee motivation?
17-13. What would it be like to work at Hong Kong Disneyland (HKDL)?
17-12. What potential ethical issues do you see here? How might managers address these ethical issues?
17-11. What do you think? What are the pros and cons of such an approach?
17-10. Explain, in the context of a diverse and flexible workforce, why managers need to use a range of different motivational approaches. Identify some distinct groups and how they can be motivated.
17-9. What economic and cross-cultural challenges do managers face when motivating employees?
17-8. Can an individual be too motivated? Discuss.
17-7. Identify examples of pay-for-performance programs used by some organizations.
17-6. What do you understand by the term open-book management? Is it effective?
17-5. Briefly explain equity theory and what happens if there are iniquities at work.
17-4. What are the different job design approaches to motivation?
17-3. How do goal-setting, reinforcement, and equity theories explain employee motivation?
17-2. Describe each of the four early theories of motivation.
17-1. What is motivation? Explain the three key elements of motivation.
17.4 Discuss current issues in motivation.● Know how to identify what motivates you.
17.3 Compare and contrast contemporary theories of motivation.● Develop your skill at motivating employees.

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