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business
understanding management

Questions and Answers of Understanding Management

Always show respect and listen carefully. Do not be in a hurry to finish the “business.” Many other cultures values the social component of these interactions?LO.1
Explain the challenges of managing in a global environment.LO.1
Describe the characteristics of a multinational corporation.LO.1
Describe market entry strategies that businesses use to develop foreign markets.LO.1
Indicate how dissimilarities in the economic, sociocultural, and legal-political environments throughout the world can affect business operations.LO.1
Define international management and explain how it differs from the management of domestic business operations.LO.1
Describe the emerging borderless world.LO.1
Give an example of Lonely Planet’s corporate culture at each of the three levels identified in Exhibit 2.5.LO.1
Describe factors in the external environment that could create uncertainty for Lonely Planet.LO.1
Describe the task environment for Lonely Planet.LO.1
What does Brian McCaffrey learn on his first day at work?LO.1
Does the scene show any values that guide the firefighters’behavior?LO.1
What elements of the Chicago fire department culture does this scene show? Does the scene show any cultural artifacts or symbols? If it does, what are they?LO.1
What would you recommend Ted do to change his relationship with subordinates? Is it possible for a manager to change cultural values if the rest of the organization, especially top management, does
Why did Ted Shelby’s change experiment fail? To what extent did Ted use the appropriate change tools to increase employee communication and participation?LO.1
How would you characterize the culture in this company?What are the dominant values?LO.1
Corporate culture. Select two sites from the list below.Print out the information the organization presents about its corporate culture. On your printouts, identify one aspect of the organization’s
Mergers and acquisitions. To learn more about merger and acquisition activity that affects the economic environment, locate and record the merger and acquisition announcements made in the past two
Monitor the environment. A comprehensive informational Web site designed especially for executives is at http://www.ceoexpress.com. After familiarizing yourself with this site, send an e-mail message
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.LO.1
Confront your boss privately and let him know you are uncomfortable with how the documents were obtained and what this says about the company’s culture. In addition to the question of the legality
Go ahead and use the documents to the company’s benefit but make clear to your boss that you do not want him passing confidential information to you in the future. If he threatens to fire you,
Final discussion. What did you learn about cultures and norms? How can it be helpful to make the implicit explicit? (5–10 mins.)Optional method: Small groups develop their own group graffiti and
The top two titles are discussed as action plans. What does the group plan to do? Who will do it? When? How? How will the group know how good it is doing? What is the first step? How can this
Each person is given three sticky dots, which are used to“vote” for most important title. If sticky dots are not used, each person puts three check marks by titles. Someone can use all marks or
Each grouping is given a title by group. (5–10 mins.)LO.1
The whole group works together to organize graffiti into theme categories, reducing to the least number of categories without sacrificing substance. (5–10 mins.)LO.1
All notes are stuck up on a large board (or pages are taped on the blackboard). (5 mins.)LO.1
Each person creates a graffito on the Post-It or paper. The topics should relate to the following questions (your instructor may choose different questions): (5–10 mins.)What are the norms of
Good ideas did not get communicated upward because management above me was not approachable.1 2 3 4 5 LO.1
I felt free to make recommendations to management above me to change existing practices. 1 2 3 4 5 LO.1
Management expected me to improve work unit procedures and practices. 1 2 3 4 5 LO.1
Management rewarded me for correcting problems.1 2 3 4 5 LO.1
Management above me took action on recommendations made from people at my level. 1 2 3 4 5 LO.1
Management specifically encouraged me to bring about improvements in my workplace. 1 2 3 4 5 LO.1
Management did not expect me to challenge or change the status quo. 1 2 3 4 5 LO.1
When suggestions were made to management above me, they received fair evaluation. 1 2 3 4 5 LO.1
Management above me was interested in ideas and suggestions from people at my level in the organization.1 2 3 4 5 LO.1
Good ideas got serious consideration from management above me. 1 2 3 4 5 LO.1
How do managers create a high-performance culture?Do you think strong cultural values are better for organizational performance than weak values? Are there times when a strong culture might lead to
What type of environmental situation is associated with an adaptability culture? How does this culture differ from the involvement culture? From the consistency culture?LO.1
Describe the cultural values of a company for which you have worked. Did those values fit the needs of the external environment? Of employees?LO.1
Why are symbols important to a corporate culture? Do stories, heroes, slogans, and ceremonies have symbolic value? Discuss.LO.1
Define corporate culture and explain its importance for managers.LO.1
Why are interorganizational partnerships so important for today’s companies? What elements in the current environment might contribute to an increase or a decrease in interorganizational
Why do you think many managers are surprised by environmental changes and are unable to help their organizations adapt? Can a manager ever be prepared for an environmental change as dramatic as that
Contemporary best-selling management books often argue that customers are the most important element in the external environment. Do you agree? Are there company situations for which this might not
Would the task environment for a cellular phone company contain the same elements as that for a government welfare agency? Discuss.LO.1
Some scientists predict major changes in the Earth’s climate, including a temperature rise of 8°F over the next 60 years. Should any companies be paying attention to this possible long-range
Define a cultural leader and explain the tools a cultural leader uses to create a high-performance culture.LO.1
Describe how corporate culture relates to the environment.LO.1
Explain organizational symbols, stories, heroes, slogans, and ceremonies and their relationship to corporate culture.LO.1
Define corporate culture and give organizational examples.LO.1
Explain the strategies managers use to help organizations adapt to an uncertain or turbulent environment.LO.1
Describe the general and task environments and the dimensions of each.LO.1
What do you think is the most difficult part of Kolbe’s job? Why?LO.1
Suppose those flip-flops—or other components of the upcoming fashion show—do not arrive in time. Describe how Chris Kolbe might manage the situation.LO.1
Describe the conceptual skills you think Chris Kolbe needs for his job as vice president of Original Penguin.LO.1
How would you react to this type of work experience?LO.1
What is the quality of Jimmy’s relationship with Manny, his foreman (Paul Bates)? Does it change? If it does, why?LO.1
What is your perception of the quality of Jimmy’s job and his work environment?LO.1
If you were Barbara Russell, what would you do now? Why?LO.1
Can you think of ways Barbara could have avoided the problems her team faced in the meeting with department heads?LO.1
How might top management have done a better job changing Elektra Products into a new kind of organization?What might they do now to get the empowerment process back on track?LO.1
Ten manager roles. Find and read a feature story on a current leader of an organization. Look for examples of the leader performing activities from those listed in Exhibit 1.3,“Ten Manager
Management occupations. The U.S. Department of Labor’s Bureau of Labor Statistics uses the Standard Occupational Classification (SOC) system to classify workers into one of more than 820
Web research. You will be asked in many of the “Surf the Net” exercises throughout the text to locate information on the Web. This exercise is designed to help you improve your Web research
Meet with Jacobs and the employee to resolve the current issue, then start working with Sally Barton and other senior managers to develop stronger policies regarding sexual harassment and treatment
Launch a full-scale investigation of employee complaints about Jacobs, and make Jacobs aware that the documented history over the past ten years has put him on thin ice.LO.1
Ignore the problem. Jacobs’s contributions to new product development are too valuable to risk losing him, and the problems over the past ten years have always worked themselves out anyway. No
Prepare a list of “words of wisdom” you would give as a presentation to a group of managers. What are some basic principles they should use to be effective?LO.1
What are the common problems managers have?LO.1
Divide into groups of 5–7 members. Share your experiences.Each group should choose a couple of examples to share with the whole group. Complete the table below as a group.LO.1
By yourself, think of the best and the worst managers you have had. Write down a few sentences to describe each.The best manager I ever had was....The worst manager I ever had was....LO.1
Allow subordinates to make important decisions.1 2 3 4 LO.1
Have frequent meetings to keep in touch with what is going on. 1 2 3 4 LO.1
Push my people to meet schedules if necessary.1 2 3 4 LO.1
Step in as soon as reports indicate that the job is slipping. 1 2 3 4 LO.1
Check with my subordinates daily to see if they need any help. 1 2 3 4 LO.1
Make sure that my subordinates’ work is planned out for them. 1 2 3 4 LO.1
Encourage my subordinates to set their own goals and objectives. 1 2 3 4 LO.1
Set up controls to assure my subordinates are getting the job done. 1 2 3 4 LO.1
Set the goals and objectives for my subordinates and sell them on the merits of my plans. 1 2 3 4 LO.1
Closely supervise my subordinates to get better work from them. 1 2 3 4 LO.1
Data or things interest me more than people.1 2 3 4 5 LO.1
It is better to be polite and not to hurt people’s feelings.*1 2 3 4 5 LO.1
The type of management course for which this book is used is a waste of time. 1 2 3 4 5 LO.1
Talking about ideas or concepts can get me enthused or excited. 1 2 3 4 5 LO.1
When I am working on a group project and someone does not pull a fair share of the load, I am more likely to complain to my friends rather than confront the slacker.*1 2 3 4 5 LO.1
When solving problems, I would much rather analyze some data or statistics than meet with a group of people.1 2 3 4 5 LO.1
I know my long-term vision of career, family, and other activities and have thought it over carefully.1 2 3 4 5 LO.1
It is better to be efficient with my time when talking with someone, rather than worry about the other person’s needs, so I can get on with my real work. 1 2 3 4 5 LO.1
When somebody makes a mistake, I want to correct the person and let her or him know the proper answer or approach.* 1 2 3 4 5 LO.1
When I take a course, I relate what I am learning to other courses I have taken or concepts I have learned elsewhere.1 2 3 4 5 LO.1
I try to include others in activities or when there are discussions.1 2 3 4 5 LO.1
I would rather sit in front of my computer than spend a lot of time with people. 1 2 3 4 5 LO.1
When I have a project or assignment, I get into the details rather than the “big picture” issues.* 1 2 3 4 5 LO.1
When I have a serious disagreement with someone, I hang in there and talk it out until it is completely resolved. 1 2 3 4 5 LO.1
I prefer technical or quantitative courses rather than those involving literature, psychology, or sociology.1 2 3 4 5 LO.1
When I am deciding on a particular course of action(such as hobbies to pursue, languages to study, which job to take, special projects to be involved in), I typically consider the long-term (three

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