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business
understanding management

Questions and Answers of Understanding Management

n understand the selling process of a consulting project;
n recognise the key elements of the project proposal and how they may be articulated in order to have an impact and to influence the recipient.
Q1 What are the questions you would ask Mr X to challenge some of his assumptions and uncover his ‘explicit needs’?
Q2 Based on the evidence above, what other issues do you think Golden Star faces and what type of consulting project (from Chapter 2) might be used?
Q3 Assuming that Mr X is correct in his assumption that they need to look for alternative sales channels, prepare a proposal on how you might help him as a consultant.
n appreciate the additional challenges and complexities implied by operating internationally both for the client and the consultant;
n have an awareness of the specific areas where consultant input will benefit the company;
n understand how consultant expertise can add value;
n understand how the consultant/client relationship can best be managed.
1 Need Robinson Mason European businesses have found themselves in the unenviable predicament that now confronted them? What might have been done to prevent such a situation from occurring?
2 Critically appraise the management style applied in the Robinson Mason European business.
3 What are the consultancy challenges and issues offered by Robinson Mason Europe? Write an outline brief that can be used to solicit proposals from interested consultants.
n recognise the rational, cognitive and political dimensions of a business problem;
n understand how a problem may be defined to make it amenable to resolution;
n understand the distinction between the aim, objectives and outcomes of the consulting project;
n be able to define an effective aim, objectives and outcomes for the project;
n be able to articulate the aim, objectives and outcomes in a convincing and influential way;
n develop a project charter;
n use the principles from the Six Sigma DMAIC process;
n understand the levels of client–consultant interaction depending on the type of consulting project undertaken;
n recognise the drivers of organisational change.
Q1 Analyse the problem presented by the client.Can Alan’s problem(s) be re-presented as opportunities?
Q2 Formalise four objectives for the project.
Q3 Consider what problems might emerge in reconcilling the client’s objectives with your own as a consulting team.
n introduce a range of analysis techniques to review the business and its environment;
n understand what is meant by and what is the basis for building a business’s success (competitive advantage);
n illustrate how to use a range of techniques in order to identify strategic options for the business;
n identify the qualitative and quantitative market research techniques that can aid decision-making.
Q1 What analysis techniques would you use and why?
Q2 What would a SWOT analysis covering DQS’s entry into the large flat panel television market tell John?
Q3 What market research material would be required to support the choice of technology and define the product specification?
n how the consultant contracts with the client to ensure success of the project;
n how the consultant can influence the client to ensure a win–win outcome;
n team dynamics and what is successful for team leadership, particularly in a consulting environment.
1 Critically evaluate the outline plan, the areas of priority, and the intended modus operandi.
2 Might the intended results have been achieved in a quicker, simpler way?
3 How might the European general managers have been more effectively engaged in order to gain their support for the Ganymede project?
n recognise the importance of a creative approach by the consultant;
n understand the basis of different analysis strategies;
n appreciate how information may be visualised;
n understand the different cognitive styles managers use to make sense of the world and the cognitive strategies they bring to bear on problems;
n be able to use a variety of creativity-enhancing techniques.
Q1 Develop a visual representation to make the relationship apparent.
Q2 Consider how the presentation proposed might improve consultant and client understanding of key strategic issues.
Q3 Consider how the representation might be used creatively to generate ideas on strategic options.
n appreciate different approaches to understanding decision-making;
n understand the basis of the traditional model of rational decision-making;
n recognise the limitations of this model and be sensitive to how decisions are really made in organisations;
n recognise the types of decision-making roles managers undertake;
n recognise the ways managers influence each other’s decisions;
n understand the dimensions that can be used to define a particular decision;
n be able to analyse the decision-making environment the client organisation presents: in particular to recognise how decision-making within the organisation is influenced by the following
n appreciate the naturalistic decision-making approach and how this can inform the consultant’s understanding of expert managerial decision-making.
Q1 The type of management decision-making role that Isobel was undertaking when she instigated Sarah’s project. (Use Mintzberg’s framework described in Section 10.3 as a guide.)
Q2 The DMU roles of each person mentioned in the case study. (Use the framework described in Section 10.4 as a guide.)
Q3 The nature of the decision to move into the Chinese market. (Use the framework described in Section 10.5 as a guide.)
Q4 The orientation and culture in the firm.
Q5 The nature of the strategy process operating in the firm.
Q6 How Isobel’s decision falls into the RPD categories (Section 10.11).
Q7 How a RAWFS analysis might be used to explore and enhance Isobel’s decisionmaking.
n recognise the key tasks which contribute to the consulting project;
n recognise how tasks might be allocated between team members;
n develop a plan for the project with an allocated budget;
n understand how meetings with the client can be made effective;
n be able to monitor the project and its progression;
n recognise the value of effective time management;
n understand the simple rules which make time management effective;
n be able to use simple systems to support time management;
n recognise how a project log can help the effective delivery of the consulting project;
n know what to include in the log;
n be able to select a log format that is right for you and your project.
1 Mutually supportive personal chemistry is vital for effective teamwork. How might the Ganymede team have developed a more positive and purposeful operating style?
2 What are the project management issues implied by the way in which the Ganymede programme moved forward?
3 Do you think the new European regional director either understood or shared the objectives of the Ganymede programme?
Determine the importance of the staffing function
List and explain the eight elements of the staffing process
Describe the three primary staffing environments
Identify the four activities related to human resource planning
List and describe the primary screening devices used in the selection process
Explain the differences and similarities between training and development
Discuss the purpose of a performance appraisal
Describe the four primary employment decisions
Determine the purposes and components of compensation
What experiences that relate to this ethical issue can you share with your classmates?
If you were a manager, what would you do if you found out about an office romance?
In Japan, an employee can no longer expect a job for life. Do you think that the changes in the Japanese employment systems will encourage more people to start their own business? Why or why not?
What purposes do organizations try to achieve through compensation? What forms can compensation take?
Why are the concepts of equal employment opportunity and affi rmative action so important to organizations today?
How would an organization recruit if it is looking for electrical engineers with a knowledge of the latest technologies? If it is looking for medical technicians with at least three years of
What kind of compensation do you think is most important to each of the following: People fi ve years away from retirement? Single people in their twenties? Young marrieds with their fi rst child on
How are you appraised in your classes? At work?What value do you fi nd in such appraisals?
The Occupational Outlook Handbook, published by the U.S. Bureau of Labor Statistics, is a source of career information. Each job description includes Nature of the Work, Working Conditions,
Discussions of “excessive” executive compensation have appeared in popular periodicals and the business press. Identify a company for which you have worked or for which you would like to work.
Why did Conyers initially diversify its staff?
What possible problems may arise in a familyowned business that provides employment for a father and his children?
How is Detroit’s sociocultural environment affecting Conyers’ management decisions?
In what ways could Darryl Claiborne be considered an employee champion?
Why is this important to PepsiCo’s efforts to build human capital?
In essence, Darryl Claiborne engages in on-the-job training as he communicates with and accompanies his reps on their sales rounds. How is this an important part of their effectiveness as a workforce?
Does Bobby Bowfi nger have a set of valid selection criteria for fi lling the role of a Kit Ramsey lookalike? Does Bowfi nger apply the criteria uniformly to each applicant?

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