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GENERAL
MANAGEMENT
1. What is spirituality?
2. Is this topic appropriate for
businesses?
3. What are the arguments for and against
its inclusion in business?
1. What are the management issues in this
case?
2. What did Coke do and what could have
been done differently?
3. What are the key factors that were or
should have been considered by management?
1. What is your assessment of Barrett’s
performance and his vision for Intel? Is he the right person for the job at
Intel?
2. What are some problems associated with
frequent reorganization?
3. What are the pros and cons for focusing
on the distant futures and the heavy investments in new technologies?
1. Compare and contrast the careers of
Bill Gates and Steve Jobs.
2. Compare and contrast the leadership
styles and managerial practices of Gates and Jobs.
3. What do you think about the future of
Microsoft and Apple Computers?
4. What is the outlook on life of the two
computer nerds?
1. Discuss the evolving use of information
technology at American Airlines?
2. Should American Airlines expand its
position in Europe? What are the arguments for and against this expansion?
GENERAL
MANAGEMENT
1.
Marsha feels that there must be a better way to
conduct market research, particularly given the fact that the department has a
LAN with a lot of capacity. What solutions to this problem can you recommend?
2.
How will you approach this task? What sources of
information will you seek to help understand and solve problems in the company?
3. Who is
right? What is responsible for so many different positions? How can the
governor reconcile these conflicting viewpoints and arrive at the true cause of
the problem?
4.
What do you recommend? How should Masters go
about making his decision?
5.
What events do you think are responsible for the
new attitudes on the part of users? How can the CIO take advantage of them?
6. In some
of the organizations described in this chapter, managers form alliances with
various partners. These alliance firms may provide a virtual component for your
organization. However, the employees involved in this alliance do work for two
different firms. How does a manager manage under these conditions? Suppose that
your firm enters into a relationship with another firm to take over its
inventory of raw materials and to become a just-in-time supplier. The partner
firm hires your former inventory employees so they no longer work directly for
you. Describe the role of a manager in working with an alliance partner that
provides you with a virtual component of your firm?
7. The
president of the company has read about new organizational forms enabled by
information technology. The only technology in place now is the order entry and
warehouse inventory system. The president would like to make Boats-R-Us both
more efficient and more responsive to its customers. What new kinds of
organization forms for Boats-R-Us might be enabled by information technology?
8. To
Rubin, these changes seem evolutionary and rather mild. He has read articles
about electronic commerce and even shopped on the Web to try it out. He also
sees small firms becoming global as they advertise their products on the Web.
What kinds of banking services will these firms want? How will changes in
commerce and life styles influence what customers, both individual and
corporations, want from a bank? Will a bank become “a piece of computer
software on a network,” a statement attributed to the chairman of Citibank?
9. She
asked you to consult with SI in the hope of finding a strategic application for
information technology: “I want something that will give us a competitive
edge,” she said. What kind of process would you follow to try to identify a
strategic application? What applications areas look promising? How does a firm
like SI develop a strategic system? How does it establish and maintain a
competitive advantage?
10. The
president has to make a decision. First, should Autozip accept orders on the
Web, and second, if so, how? Should it go to a firm that hosts Web
marketplaces, buy software and set up its own site, or develop its own
software?
11.
What advice would you give Hershey and Sherman?
What are the pros and cons of strategic alliances in this situation?
12. How can
Bill help the company solve this problem? Do you think they need to reorganize
the structure of their IT units? Does it make sense to have foreign operations
reporting to Bill? If not, how can he influence what goes on in subsidiaries
outside the U.S.?
GENERAL
MANAGEMENT
1.
Imagine that you are a management consultant
hired by Salernos to help them navigate the choppy waters ahead. First,
describe the elements of the microenvironment and competitive environment that
affect Wild Water now. Then describe elements that you anticipate will affect
the water park in the next few years.
2.
Next,
describe the organization’s culture. Discuss how the current culture affects
the way it responds to the organization’s external environment.
3.
Now,
create a plan for Wild Water. In your plan, describe what changes the
organization needs to make in its culture to meet upcoming challenges in the
external environment. Then describe steps that Wild Water can take to compete
successfully against the new amusement park. How can the Salernos keep their
loyal customer happy while attracting new ones?
4.
What
do you think Custom Coffee & Chocolate’s mission is?
5.
Create
a SWOT analysis for Custom Coffee & Chocolate.
6.
Using
the owners’ ideas for the future of their café, as well as your own ideas,
outline a tactical plan for Custom Coffee & Chocolate.
7.
Select
options from the chapter text, and prepare an organizational chart for the
national distribution program that this company is about to embark on. Be sure
to incorporate the company’s goal into your overall structure.
8.
Given
the vast geographic expanse and logistical challenges of this new program, what
recommendations do you have for the company regarding HR policies and
procedures?
9.
What
other types of industries could use the model from this case as a means to
expand sales nationally or internationally?
What
steps might the Randalls take to design motivating jobs for camp staff?
What
needs might they be able to fill for camp staff?
10.
In what ways might the empowerment of camp staff
affects the success of the camp
11.
How can Herbie Shapiro and Mei Zhao use
technology to achieve success in their new venture? Be sure to address each of
the major categories presented—purchasing, transportation, operations,
distribution, and financial management.
GENERAL
MANAGEMENT
1.
What makes George David such a highly regarded
manager?
2.
How does David get things done through people?
3.
What evidence can you see of David’s planning and
strategizing, organizing, controlling, leading, and developing?
4.
Which managerial competencies does David seem to
posses? Does he seem to lack any?
5.
Why did the strategic plans adopted by companies
like level 3, Global crossing, and 360 Network fail?
6.
The managers who ran these companies were smart,
successful individuals, as were many of the investors who put money into their
businesses. How could so many smart people have been so wrong?
7.
What specific decision-making biases do you
think were at work in this industry during the late 1990s and early 2000s?
8.
What could the managers running these companies
done differently that might have led to a different
9.
1. Why did Dow Chemical first adopt a matrix
structure? What benefits did it hope to derive from his structure?
10.
2. What problems emerged with this structure?
How did Dow try to deal with them? In retrospect, do you think those solutions
were effective?
11.
Why did Dow change
its structure again in the mid-1990s? What was Dow trying to achieve this time?
Do you think the current structure makes sense given the industry in which Dow
operates and the strategy of the firm? Why?
12.
Discuss McDonald's current situation from a
human resource planning perspective
13.
Is McDonald's taking the best approach to
improving its employer brand? Why or why not? If you were in charge of
developing the McDonald's employer brand, what would you do differently?
14.
Would “guerrilla” recruiting tactics help
McDonald's attract more applicants? Why or why not? If so, what tactics might
be effective?
15.
What technological paradigm shift did Reuters
face in the 1990s? How did that paradigm shift change the competitive playing
field?
16.
Why Reuters was slow to adopt internet-based
technology?
17.
Why do you think Tom Glocer was picked as CEO?
What assets did he bring to the leadership job?
18.
What do you think of Glocer’s attempts to change
the strategy and organizational culture at Reuters? Was he on the right track?
Would you do things differently?
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09901366442 – 09902787224
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