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business
supervisory management

Questions and Answers of Supervisory Management

1.3 If you were asked to advise a private company about its equal employment opportunity responsibilities, which two points would you emphasise as most important?
1.2 What does it mean to say that HRM plays a strategic role in driving organisational performance? Consider recruiting, training, performance appraisal and compensation strategies as part of your
1.1 It is the year 2025. In your company, central planning has given way to front-line decision making, and bureaucracy has given way to teamwork. Shopfloor workers use handheld computers and robots.
1.How can CEOs like Roger Olds and John Douglas find and keep a core group of engineers excited about their work? In particular, all these firms experience the loss of staff at about the 25- to
1.8 Understand the key role of the organisation’s human resources in taking sustainable development forward
1.7 Explain how organisations maintain a workforce through the administration of wages and salaries, benefits and terminations.
1.6 Describe how organisations develop an effective workforce through training and performance appraisal.
1.5 Describe the tools managers use to recruit and select employees.
1.4 Show how organisations determine their future staffing needs through human resource planning.
1.3 Explain what the changing social contract between organisations and employees means for workers and human resource managers.
1.2 Describe societal trends that influence human resource management.
1.1 Explain the strategic role of human resource management (HRM) in organisational strategic planning.
1.3 What resistance has Holden encountered while introducing innovative garment designs?
1.2 Is Holden’s creative approach to outerwear an example of disruptive innovation? Why or why not?
1.1 Identify the type of change that Holden’s leaders are managing on a daily basis.
1.3 What structural changes would you recommend to prevent these problems in future new-product developments? Would a smaller span of control help? A project manager with responsibility for
1.2 If you were Julie Crandell, how would you resolve this problem?What could you do to facilitate production of the CV305 over the next 30 days? Malard Manufacturing Company produces control valves
1.1 What is the balance between vertical and horizontal structure in Malard Manufacturing? Is it appropriate that department managers always turn to the executive vice-president for help rather than
1.Step 1. Think about a specific behaviour change – for example, stop smoking, schedule regular exercise, learn a new skill, adopt a healthier diet, drop a bad habit – you have considered making
1.3 Accept the fact that converting Off the Hook to a crowdsourcing business model is inevitable, but because it violates your own personal values, start looking for a new job elsewhere. Last year,
1.2 Accept the reality that because Off the Hook’s CEO Rob Taylor strongly favours crowdsourcing, it’s a fait accompli. Be a team player and help work out the details of the new design approach.
1.1 Go to the meeting and argue for abandoning crowdsourcing for now, in favour of maintaining the artistic integrity and values that Off the Hook has always stood for. Last year, when Ai-Lan Nguyen
1.11 If you were the head of police in an Australian state police force, which technique do you think would be more effective for implementing changes in patrol officers’ daily routines to stop
1.10 How do large-group interventions differ from OD techniques such as team building and survey feedback?
1.9 You are a manager, and you believe the expense reimbursement system for salespeople is far too slow, taking weeks instead of days.How would you go about convincing other managers that this
1.8 If you were a team leader in a graduate role, in charge of significantly older people in your team, how would you appeal to them to engage in significant change that might be required by your
1.7 Analyse the driving and restraining forces of a change you would like to make in your life. Do you believe understanding force-field analysis can help you more effectively implement a significant
1.6 Why do organisations experience resistance to change? What techniques can managers use to overcome resistance?
1.5 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?
1.4 As a manager, how would you deal with resistance to change when you suspect employee fears of job loss are well founded?
1.3 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?
1.2 A manager of an international chemical company said that few new products in her company were successful. What would you advise the manager to do to help increase the company’s success rate?
1.1 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
1.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 crank out cheap imitations?
1.9 Identify sources of resistance to change and describe the implementation tactics that managers can use to overcome resistance.
1.8 Explain the OD stages of unfreezing, changing, and refreezing.
1.7 Define organisation development (OD) and large group interventions.
1.6 Discuss why changes in people and culture are critical to any change process.
1.5 Explain open innovation and how it is being used by today’s organisations.
1.4 Describe the horizontal linkage model and how it contributes to successful product and service innovations.
1.3 Explain the value of creativity, a bottom-up approach, internal contests, idea incubators, idea champions, and new-venture teams for innovation.
1.2 Identify the three innovation strategies that managers implement for changing products and technologies.
1.1 Define organisational change and explain the forces driving innovation and change in today’s organisations.
1.3 How did Ryan Smith determine whether his company needed a mechanistic structure with a formal vertical hierarchy or an organic one involving free-flowing partnerships?
1.2 What are the advantages and disadvantages of Modern Shed’s organisational structure?
1.1 Which of the five approaches to structural design is used at Modern Shed, and how are the company’s departments organised and coordinated?
1.3 What are some of the advantages and disadvantages you see for the two types of structures? Which structure do you think will work best for Abraham’s? Why? The first Abraham’s Grocery Store
1.2 Based on the information available in the case, sketch a picture of the consultant’s recommended structure within the store and the relationship of store department managers with district
1.1 Based on the information available in the case, sketch a picture of the original structure within an Abraham’s store and the store managers’relationship with district specialist managers.
1.Step 1. In groups of three to five students, assume that you are a consulting team to a family business. The family has used an inheritance to acquire a medium-sized pharmaceutical company. Last
1.3 Send copies of the reports anonymously to the operations manager, who is Golopolus’s boss Tom Harrington loved his job as an assistant quality control officer for Rockingham Toys. After six
1.2 Mind your own business. You do not have authority to monitor the government regulations. Besides, you have been unemployed and need this job. Tom Harrington loved his job as an assistant quality
1.1 Prepare a memo to Golopolus, summarising the new safety guidelines that affect the Rockingham product line and recommending implementation. Tom Harrington loved his job as an assistant quality
1.11 Some people argue that the matrix structure should be adopted only as a last resort because the dual chains of command can create more problems than they solve. Discuss. Do you agree or
1.10 Experts say that organisations are becoming increasingly decentralised, with authority, decision-making responsibility and accountability being pushed further down into the organisation. How
1.9 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
1.8 Why are divisional structures frequently used in large organisations? Does it make sense for a huge company such as American Airlines to stay in a functional structure?
1.7 What is the network approach to structure? Is the use of authority and responsibility different compared with other forms of departmentalisation? Explain.
1.6 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
1.5 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.
1.4 An organisational consultant was heard to say: ‘Some aspect of functional structure appears in every organisation.’ Do you agree?Explain.
1.3 Contrast centralisation with span of control. Would you expect these characteristics to affect each other in organisations? Why?
1.2 Many experts note that organisations have been making greater use of teams in recent years. What factors might account for this trend?
1.1 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
1.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
1.8 Define production technology and explain how it influences organisation structure.
1.7 Describe how organisation structure can be designed to fit environmental uncertainty.
1.6 Explain why organisations need coordination across departments and hierarchical levels, and describe mechanisms for achieving coordination.
1.5 Describe the contemporary team and virtual network structures and why they are being adopted by organisations.
1.4 Explain the matrix approach to structure and its application to both domestic and international organisations.
1.3 Discuss the functional and divisional approaches to structure.
1.2 Explain when specific structural characteristics such as centralisation versus decentralisation, and span of control should be used within organisations.
1.1 Discuss the fundamental characteristics of organising, including such concepts as work specialisation, chain of command, line and staff authority and task forces.
4 If nothing else worked well enough, was GM’s eventual bankruptcy inevitable? In the months leading up to 2009, news leaked that General Motors(GM) was pitching a merger to other automakers in the
3 As GM’s managers continue making decisions that affect the company’s ultimate survival, what prevents them from making purely rational decisions, and what common decision-making errors must
2 In what way does a merger solution to GM’s financial crisis represent strategic thinking and planning? In the months leading up to 2009, news leaked that General Motors(GM) was pitching a merger
1 What planning approaches and methods might GM adopt to help manage its turbulent environment and respond effectively to global economic crisis? In the months leading up to 2009, news leaked that
3 How might managers at Plant Fantasies conduct the final evaluation stage of the decision-making process when installing a new garden for a client?
2 List an example of a programmed decision at Plant Fantasies. Identify a non-programmed decision at Plant Fantasies.
5 Based on the information in this case, prepare your recommendations to Nick Maddern, Tim Wylie and Karen Smythe to improve the quality of their decisions. Paradox Glass & Bottle Company employs
4 If you were in Nick Maddern’s position, what decision processes would you have used to develop the recruitment and training plan? Paradox Glass & Bottle Company employs more than 600 people at
3 Based on the concept of innovative group decision-making style that you have studied, discuss Nick Maddern’s decision-making style in relation to the development of the recruitment and training
2 In the various decisions that Nick Maddern has made, identify which, if any, are programmed or non-programmed decisions. Paradox Glass & Bottle Company employs more than 600 people at its regional
1.12 List some possible advantages and disadvantages to using computer technology for managerial decision making.
1.4 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
1.2 Why is decision making considered a fundamental part of management effectiveness?
3 What strategies has Schultz used in expanding Starbucks internationally? Beginning with nine Seattle stores in 1987, Starbucks chairman and chief global strategist, Howard Schultz, has dramatically
2 Discuss how Schultz is using leadership, structure, information and control systems, and human resources to implement strategy at Starbucks. Beginning with nine Seattle stores in 1987, Starbucks
1 Which of Porter’s competitive strategies is Starbucks using? Beginning with nine Seattle stores in 1987, Starbucks chairman and chief global strategist, Howard Schultz, has dramatically expanded
Step 1. In a group of three to five students, select a local eating establishment for a SWOT analysis. This could be a restaurant, an ice cream store or a bakery with which your group is
1.3 Pass, and hope a board majority prevails without your vote. You are not qualified to make a decision on this anyway. It seemed like a great deal for Kevin Haley, the retired managing partner of a
1.2 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. It seemed
1.1 Vote to accept the offer of Graham Industries and assure a shortterm profit for the shareholders and executives. They are your first responsibility. It seemed like a great deal for Kevin Haley,
1.14 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?
1.13 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.
1.12 If you are the CEO of a global company, how might you determine whether a globalisation, a transnational or a multidomestic strategy would work best for your enterprise? What factors would
1.11 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
1.10 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
1.9 How would functional strategies in marketing, research and development and production departments differ if a business changed from a differentiation to a lowcost strategy?
1.8 As administrator for a medium-sized hospital, you and the board of directors have decided to change from a short-term, acute-care facility to a drug-dependency hospital. Which organisational

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