WE PROVIDE CASE STUDY ANSWERS, ASSIGNMENT SOLUTIONS, PROJECT REPORTS AND THESIS
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Principal
Practice Management
1. What was the cause of fear in RBM?
2. What were the symptoms of fear
displayed by RBM?
3. How did the RMO come to know of the war
phobia of RBM?
4. What actions should be taken to avoid
building up of fear among the troops?
Which of these steps were taken by the officer?
1. Discuss merits/demerits of the role of
strike, agitation and legal approach in
union management relations.
2. What role does mutual trust play in
building union-management relations?
1. What were the strengths and weaknesses
of VSNL?
2. Do you think that VSNL should have
changed its thrust from basic telephony to
cellular services?
3. If you were the Deputy General Manager,
what strategies would you have
undertaken to deal with the
competition?
1. What environmental factors influenced
management style at Disney?
2. What kind(s) of organizational
structure seem to be consistent with
“Dream
as a Team” ?
3. How and where might the informal
organization be a real asset at Disney ?
1. How were principles of delegation and
decentralization incorporated into Cine –
Made operations?
2. What are the sources and uses of power
at Cin – Made?
3. What were some of the barriers to
delegation and empowerment at Cin –Made?
4. What lessons about management in a
rapidly changing marketplace can be
learned from the experience of Cin
– Made
1. With retailers as their primary
customers, what customer competitive
imperatives could be affected by
Rollerblade’s inventory problems?
2. How appropriate might a just – in –
time inventory system be for a product such
as roller skates?”
3. What opportunities are therefore
Rollerblade managers to see FOR themselves as selling services, instead of
simply roller skates?
Principal
Practice Management
1. What
opportunities and threats did McDonald’s face ? How did it handle
them ? What alternatives could it have
chosen ?
2. Before McDonald’s entered the European
market, few people believed that
fast food could be successful in Europe. Why do you think McDonald’s has succeeded
? What strategies did it follow ? How
did these differ from its strategies in Asia ?
3. What is McDonald’s basic philosophy ?
How does it enforce this philosophy
and adapt to different environments ?
4. Should McDonald’s expand its menu ? If
you say no, then why not ? If you
say yes, what kinds of precuts should it add ?
5. Why is McDonald’s successful in many
countries around the world ?
1. Can a division manager develop verifiable
goals, or objectives, when the president
has not assigned them to him or
her? How? What king of information or help do
you believe is important for the division manager to have
from headquarters?
2.
Was the division manager setting
goals in the best way? What would you have
done? Evaluate the formulation of the merger between Daimler
and Chrysler. Discuss the strategic
fit and the different product lines.
2. Assess the international perspectives
of Eaton and Schrempp.
3. What are the difficulties in merging
the organizational cultures of the
two
companies?
4. What is the probability of success of
failure of the merger? What other mergers
do you foresee in the car industry?
1. The re-engineering efforts focused on
the business process system. Do you think other processes, such as the human
system, or other managerial policies need to be considered in a process
redesign?
2. What do you
think was the reaction of the brand managers, who may have worked under the old
system for many years, when the category
management structure was installed?
3. As a
consultant, would you have recommended a top-down or bottom-up approach, or both, to process redesign and organizational change? What are the
advantages and disadvantages of each approach?
1. Is the
Hewlett – Packard way of managing creating a climate in which employees are
motivated to contribute to the aims of the organization? What is unique about
the HP Way?
2. Would the HP
managerial style work in any organization? Why, or why not? What are the conditions for such a style to work?
1. In the NUMMI
joint venture, what did Toyota gain? What were the benefits for General Motors?
2. As a
consultant, what strategies would you recommend for European
carmakers
to improve their competitive position
in the global car industry
PRINCIPLE
& PRACTICE OF MANAGEMENT
1. What can Joshi and her staff do to
select the type of entry-level candidates they want?
2. How can Joshi ensure that those who are
hired come to accept the core cultural values of the hospital? What steps would
you recommend?
(a) Do you think the number of units of a
product to be manufactured is a random number? Explain your reasoning.
(b) How does one determine the number of
units of a product to be manufactured in an organization?
(c) What are the elements you would take into
consideration for forecasting the production and sales requirement of the
product developed by Leo Medical Center?
(d) How would you go about planning and
organizing the manufacturing and selling efforts of the organization?
(a) What type or types of organization design
do you feel this task force should recommend in the third and final phase of the
approach to their assignment?
(b) Explain how the systems and the
contingency theories of organization can each contribute to the analysis of
this case.
(c) Do you think Hari Mohan was correct in
his suggestion of how the task force should proceed? What types of problems
might develop as by-products of the recommendation you made in question 1
(a) Discuss the nature and characteristics of
the problems in this case.
(b) What steps should be taken by Mr Kumar to
overcome these problems?
1. Is George’s view of the situation
realistic?
2. How do you evaluate Vipulabh’s
position?
3. How might this conflict be associated
with factors in the formal organization?
4. What should the president of Simplex
Mills do now?
WE PROVIDE CASE STUDY ANSWERS, ASSIGNMENT SOLUTIONS, PROJECT REPORTS AND THESIS
ARAVIND - 09901366442 –
09902787224
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