Click here to load reader

Iibms answer sheets. mba- emba- dms - 9901366442

  • View
    111

  • Download
    8

Embed Size (px)

Text of Iibms answer sheets. mba- emba- dms - 9901366442

  1. 1. [email protected] ARAVIND 09901366442 09902787224 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 Barretts 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?
  2. 2. 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.
  3. 3. 2. Next, describe the organizations culture. Discuss how the current culture affects the way it responds to the organizations 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 & Chocolates mission is? 5. Create a SWOT analysis for Custom Coffee & Chocolate. 6. Using the owners ideas for the future of their caf, 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 companys 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 presentedpurchasing, 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 Davids 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?
  4. 4. 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 Glocers attempts to change the strategy and organizational culture at Reuters? Was he on the right track? Would you do things differently? ARAVIND 09901366442 09902787224 [email protected] ARAVIND 09901366442 09902787224 GENERAL MANAGEMENT 1. What are the barriers to entry into the pharmaceutical industry? To what extent do you think these entries barriers protect established pharmaceutical companies from new competitors? 2. The pharmaceutical industry has long been one of the most profitable in the United States. Why do you think this is the case? 3. What forces in the general environment influence the nature of competition in the task environment facing pharmaceutical firms? 4. How have lower development and tooling costs given Japanese auto manufacturers an advantage in the marketplace?
  5. 5. 5. What steps are the Detroit automobile makers taking to reduce product development time and tooling costs? If they are successful, what are the implications of these initiatives for the number of car models they can sell and breakeven volumes for individual models? Will these initiatives benefit Detroits customers? How? 6. The Japanese producers have for years used many of the methodologies now being