RED X=61

QUESTIONS: 1. Raven and Morgue are two pizza restaurants. They must determine simultaneously whether to open small, medium, or large advertising campaigns. Raven believes that it is equally likely that Morgue will open a small, a medium, or a large advertising campaign Raven's profits are shown in the table. Determine Raven's choice of advertising campaign by considering the situations specified as follows: a. What if Raven's owner is an optimistic person? Morgue Chooses b. What if Raven's owner is a pessimistic person? Raven Small Medium Large Chooses c. What if Raven's owner prefers a position between the previous two? Suppose that the required Small $6,000 $5,000 $2,500 coefficient = (x+1)/100. Medium $5,000 $6,000 $1,500 d. What if Raven's owner wants to decide considering Large $6,500 S@X+1)*100 SY*10 the principle of insufficient reason? pr 35% 40% 25% e. After a quick research, suppose that the probabilities are found as given in the last row of the table. What if Raven's owner wants to take these probabilities into account? 2. Draw a hypothetic organizational chart including departmentalization according to functions, geographic regions, customer types, products, and processes. What conditions may force an organization to make this type of departmentalization? Discuss by examples from your drawing. 3. Herzberg classified salary as a hygiene factor, not a factor that can be accepted as a motivator. Explain your idea about this classification, especially from the perspective of Stacey Adam's process theory of motivation. 4. Case: Florian Gerber is employed by PLT Engineering, an engineering firm in private practice involved in the manufacturing of automotive components. As part of its services, PLT Engineering uses Computer-Aided Manufacturing (CAM) software under a licensing agreement with a vendor. Under the terms of the licensing agreement. PLT Engineering is not permitted to use the software at more than one plant without paying a higher licensing fee. PLT Engineering ignores this restriction and uses the software at a number of different plants. Florian becomes aware of this practice and calls a hotline publicized in a technical publication and reports his employer's activities. Question: What do you think? Was it ethical for Florian to report his employer's apparent violation of the licensing agreement on the hotline without first discussing his concerns with his employer? 5. Case: KPMG recruits 1.500 to 2,000 graduates each year in Hong Kong and mainland China to support its fast expansion in the region. It targets top talents who are passionate innovative, open, and honest and team players. But how can it achieve such a challenging target without compromising on quality recruits? KPMG has adopted a rigorous selection process and top criteria involving four steps, before extending an employment offer. First, candidates have to complete an online application for seeking information pertaining to their career ambitions and extracurricular activities. More important, KPMG seeks a personal fit with its organizational values. Second, KPMG invites candidates to undergo numerical reasoning and verbal reasoning tests, aimed at measuring a candidate's ability to analyze numerical data and information in a realistic context. The tests are objective selection tools that require good time management skills from the candidates. Those passing the aptitude tests will be invited to analyze and present a company case to a manager. Candidates' analytical, presentation, and problem-solving skills are all assessed. Candidates will then have a one-to-one interview with the manager. The final round of the selection process is a second interview, where shortlisted candidates meet with a partner. Questions about the candidate's background, extracurricular activities, and current affairs are discussed. Competency-based behavioral questions may be included. Possible questions include: "Can you give me an example that demonstrates your leadership ability?" and "Can you share an experience about how you overcame difficulties?" Competencies such as team spirit, effective verbal communication, forward-thinking, passion, and motivation in developing a career with the firm will also be assessed. Thanks to these rigorous selection tools, KPMG manages to employ at a ratio of 1:9 (candidates hired to the number of applicants) in its graduate recruitment exercise each year, exhibiting the effectiveness of its selection procedure. Question: Evaluate the strengths and weaknesses of KPMG's selection process and methods. Would you like to add or discard any process or method? Good luck! QUESTIONS: 1. Raven and Morgue are two pizza restaurants. They must determine simultaneously whether to open small, medium, or large advertising campaigns. Raven believes that it is equally likely that Morgue will open a small, a medium, or a large advertising campaign Raven's profits are shown in the table. Determine Raven's choice of advertising campaign by considering the situations specified as follows: a. What if Raven's owner is an optimistic person? Morgue Chooses b. What if Raven's owner is a pessimistic person? Raven Small Medium Large Chooses c. What if Raven's owner prefers a position between the previous two? Suppose that the required Small $6,000 $5,000 $2,500 coefficient = (x+1)/100. Medium $5,000 $6,000 $1,500 d. What if Raven's owner wants to decide considering Large $6,500 S@X+1)*100 SY*10 the principle of insufficient reason? pr 35% 40% 25% e. After a quick research, suppose that the probabilities are found as given in the last row of the table. What if Raven's owner wants to take these probabilities into account? 2. Draw a hypothetic organizational chart including departmentalization according to functions, geographic regions, customer types, products, and processes. What conditions may force an organization to make this type of departmentalization? Discuss by examples from your drawing. 3. Herzberg classified salary as a hygiene factor, not a factor that can be accepted as a motivator. Explain your idea about this classification, especially from the perspective of Stacey Adam's process theory of motivation. 4. Case: Florian Gerber is employed by PLT Engineering, an engineering firm in private practice involved in the manufacturing of automotive components. As part of its services, PLT Engineering uses Computer-Aided Manufacturing (CAM) software under a licensing agreement with a vendor. Under the terms of the licensing agreement. PLT Engineering is not permitted to use the software at more than one plant without paying a higher licensing fee. PLT Engineering ignores this restriction and uses the software at a number of different plants. Florian becomes aware of this practice and calls a hotline publicized in a technical publication and reports his employer's activities. Question: What do you think? Was it ethical for Florian to report his employer's apparent violation of the licensing agreement on the hotline without first discussing his concerns with his employer? 5. Case: KPMG recruits 1.500 to 2,000 graduates each year in Hong Kong and mainland China to support its fast expansion in the region. It targets top talents who are passionate innovative, open, and honest and team players. But how can it achieve such a challenging target without compromising on quality recruits? KPMG has adopted a rigorous selection process and top criteria involving four steps, before extending an employment offer. First, candidates have to complete an online application for seeking information pertaining to their career ambitions and extracurricular activities. More important, KPMG seeks a personal fit with its organizational values. Second, KPMG invites candidates to undergo numerical reasoning and verbal reasoning tests, aimed at measuring a candidate's ability to analyze numerical data and information in a realistic context. The tests are objective selection tools that require good time management skills from the candidates. Those passing the aptitude tests will be invited to analyze and present a company case to a manager. Candidates' analytical, presentation, and problem-solving skills are all assessed. Candidates will then have a one-to-one interview with the manager. The final round of the selection process is a second interview, where shortlisted candidates meet with a partner. Questions about the candidate's background, extracurricular activities, and current affairs are discussed. Competency-based behavioral questions may be included. Possible questions include: "Can you give me an example that demonstrates your leadership ability?" and "Can you share an experience about how you overcame difficulties?" Competencies such as team spirit, effective verbal communication, forward-thinking, passion, and motivation in developing a career with the firm will also be assessed. Thanks to these rigorous selection tools, KPMG manages to employ at a ratio of 1:9 (candidates hired to the number of applicants) in its graduate recruitment exercise each year, exhibiting the effectiveness of its selection procedure. Question: Evaluate the strengths and weaknesses of KPMG's selection process and methods. Would you like to add or discard any process or method? Good luck