Contemporary Management 12th Edition Gareth Jones, Jennifer George - Solutions

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How do roles, norms, status, group size and cohesion influence the conflict that arises in cleaning teams? LO6
If you were Mia, would you make the cleaning staff work in teams? Review the material on team effectiveness and when teams aren’t the answer.Would teams be effective? Why or why not? LO6
If HHH did introduce a team structure for its cleaning staff, how could Mia shape team behaviour? LO6
Identify who managers are and where they work. LO1
Define management. LO2
Describe what managers do. LO3
Describe the factors that are reshaping and redefining management. LO4
Explain why it’s important to study management. LO5
What is an organisation, and what characteristics do organisations share? LO1
How do managers differ from non-managerial employees? LO1
Why do managers need to focus on both efficiency and effectiveness? LO1
Interview a manager you know and ask them to explain what they do. What sorts of activities do they mention? Which of Mintzberg’s roles do they relate to? LO1
Using any of the popular business periodicals (such as Australian Financial Review), find examples of managers doing each of the four management functions. Write a description and explain how these are examples of that function. LO1
Review the six components of motivation to manage. How does each component help a manager to do their job successfully? LO1
Why is it important that managers think about the environmental, economic and social aspects of sustainability of their organisation’s actions? LO1
Identify two ways in which social media makes a manager’s job easier to do, and two ways in which it makes their job harder. LO1
Think about the most ‘professional’ person you know. What behaviours and qualities make them seem ‘professional’ to you? LO1
Choose an organisation and describe three ways in which it has been affected by the COVID-19 pandemic. If you were a manager in that organisation, how would you have handled those issues? LO1
What kinds of adjustments do you think people have to make when they switch from being a nonmanagerial employee to being a manager? LO1
Pick one of the lessons detailed in the case study.How do you think following that lesson would help you to be efficient or effective as a manager? LO1
Which managerial characteristics do each of these managerial lessons relate to? LO1
Pick one of the factors reshaping contemporary management. If you were a manager, which of the lessons learnt by the managers in this case study would you use to help you deal with that factor? How do you think it would help you do that? LO1
If Mia wanted to improve both efficiency and effectiveness at HHH, what areas could she focus on? LO1
What level of manager is Mia? LO1
Which of Mintzberg’s managerial roles will Mia be performing? LO1
Which of the factors reshaping management will Mia need to focus on in her new role? LO1
Define operations management and explain why its management is important. LO3
Define value chain. LO3
Define value chain management and describe what it entails. LO3
Discuss contemporary issues that managers face when managing operations. LO3
Define organisational culture and explain why it’s important. LO3
Describe how organisational culture affects managers. LO3
How does operations management contribute to organisational success? How might it undermine an organisation’s success? LO3
‘Operations management is harder for service organisation, but is more valuable.’ Do you agree with this statement? Why or why not? LO3
Think of the last item of clothing you purchased. What value did you get from buying it? From wearing it? From owning it? (List as many forms of value as you can.) How did the organisation create those forms of value for you? LO3
Identify some value activities that an organisation would use to (a) make a pizza, (b) service a car. For each value activity, identify how the activity uses human resources, information and technology to transform inputs into outputs. LO3
Choose two of the success requirements for value chain management identified in Figure 2.4 and explain how they enhance value chain operations. LO3 Degree to which employees are encouraged to be Degree to which employees are expected to exhibit precision, analysis and attention to detail innovative
Which do you think is more important for organisations:improving quality in value chains, or using lean management to minimise waste? LO3
Is organisational culture an asset to an organisation?Explain. Can it ever be a liability? Explain. LO3
How is an organisation’s culture formed and maintained?LO3
Discuss the impact of a strong culture on organisations and managers. LO3
Pick two organisations that you interact with frequently(as an employee or as a customer) and assess their culture according to the dimensions shown in Figure 2.4 . LO3 Degree to which employees are encouraged to be innovative and Degree to which employees are expected to exhibit precision,
What inputs does Zara transform into outputs in its operations system? LO3
How does Zara maximise the efficiency, effectiveness and productivity of its operations system? LO3
What forms of value does Zara create in its value chain? LO3
Which of the success factors for value chain management are illustrated in this case? LO3
How is Zara managing for sustainability in its value chain? LO3
Describe the operations system that HHH uses in its cleaning services. What inputs does it use? What outputs does it produce? What sorts of processes would it use in that transformation process? LO3
What forms of value is HHH creating for its clients? Describe the value chain it is using to create that value. Include the value activities, the resources, information and technology it uses to do that. LO3
How would HHH and its clients use the six value chain success factors described in the chapter to create a great accommodation experience for a guest? LO3
How could HHH manage the quality of its value chain? LO3
What sort of values do you think would define HHH’s organisational culture? LO3
HHH needs to be responsive to both clients and guests. How could it create a customer-responsive culture? LO3
Explain what the external environment is and discuss why it is important. LO4
Explain what factors make up an organisation’s general environment. LO4
Explain what factors make up an organisation’s specific environment. LO4
Discuss how the external environment affects managers. LO4
How much impact do managers actually have on an organisation’s success or failure? LO4
Describe the five components of the general environment.Why is it important for managers to understand these components? LO4
The internet is perhaps the most influential technological development experienced by modern organisations. Think of five organisation (ideally, ones that are as diverse as possible)and explain how the internet has caused either product or process technological changes for each one. LO4
Choose one demographic trend from the list given in this chapter. Now think of an organisation that is likely to be affected by that trend, and explain how it would influence the organisation. Hint: Think about how it might affect the organisation’s customer base and its workforce. LO4
Select a national culture you are familiar with and evaluate it using the dimensions in Table 3.1 . Which dimensions is it high in? What behaviours do you see in that culture that illustrate this? LO4
Review the stakeholder groups discussed in this chapter. If you were a manager, which ones would you pay the closest attention to? LO4
You have probably heard the saying ‘the customer is king’.Under what circumstances would an individual customer actually have power to influence a particular organisation? LO4
What is environmental uncertainty? What impact does it have on managers and organisations? Find two examples in current business periodicals that illustrate how environmental uncertainty affects organisations. LO4
If you were managing an organisation that operated in a highly dynamic and complex environment, how could you ensure you were still able to manage effectively? LO4
‘Businesses are built on relationships.’ What do you think this statement means? What are the implications for managing the external environment? LO4
What factors in the general environment influence lithium battery and EV production? LO4
Analyse the specific environment of CATL. Which stakeholders in its specific environment are influenced by factors mentioned in the case? How are they affected? LO4
What global forces are illustrated in this case?How are they affecting the global supply chains for lithium batteries and EVs? LO4
What forms of risk and uncertainty does CATL face? How could it manage those risks and uncertainties? LO4
Which elements of the general environment has Mia highlighted in her environmental scan? LO4
Which stakeholders in the specific environment do these elements affect, and how are those stakeholders affected? LO4
Which of these trends will affect resource availability for HHH? How will they affect resource availability? LO4
How dynamic is HHH’s business environment?Which of the trends in the case do you think could change the most quickly? LO4
Apply Taylor’s principles of scientific management to improve the performance of the organization you chose in question 1.Data from in question 1Choose a fast-food restaurant, a department store, or some other organization with which you are familiar, and describe the division of labor and job
Do you think a business can maintain high ethical standards if it is operating where the government is corrupt and the economy is collapsing? Based on your opinion, what advice would you give Chevron’s managers about operating in Venezuela?
Either by yourself or in a group, think through the ethical implications of using a new functional strategy to improve organizational performance.
At the start of this millennium, Brooks Brothers, a retailer of men’s business apparel, was on shaky ground. The company had sold classic suits to most of the American presidents and was considered a style innovator, having introduced such concepts as ready-to-wear suits (in 1890), wash-and-wear
In what ways can these managers develop a program to increase quality and innovation?
What are the main challenges in implementing a successful total quality management program?
What critical lessons do these managers need to learn about value chain management?
What is innovation and what are some strategies managers can use to develop successful new products?
You are a team of local consultants that Bob has called in to advise him as he makes this crucial choice. Which structure do you recommend? Why?
When John Seifert took over as CEO of the advertising agency Ogilvy & Mather in 2016, the company was a struggling success story. It was a success because turbulence in the ad industry had not prevented the company from growing into a global giant. Ogilvy & Mather had a well-respected name,
What kind of culture would you help create to make the company’s structure work more effectively?
Stitch Fix, a San Francisco-based company, applies data capabilities to make online retailing more like a personal shopping assistant. CEO Katrina Lake created Stitch Fix as a retailer grounded in data science. The focus on data is apparent in its hiring of more than 80 data scientists, who work in
What are the main obstacles to organizational change? What techniques can managers use to overcome these obstacles?
Ask the same manager or a different manager to list the main forms of output control and behavior control that he or she uses to monitor and evaluate employee behavior.
Southwest Airlines is a well-respected company with a great culture. Late Southwest founder Herb Kelleher believed that happy employees make customers happy, which makes shareholders happy and the company continues in that vein. The HR strategy is to select, develop, and reward people who put that
Explain why union membership is becoming more diverse.
As an energy utility, Detroit-based DTE Energy serves more than two million electricity customers and more than a million natural-gas customers in southeastern Michigan. It also owns business units that operate power projects, ship natural gas through pipelines, engage in energy trading, and more.
When Chip Bergh became CEO of Levi Strauss in 2011, he soon discovered that the company’s financial condition was unexpected. Sales at the privately held company, which had climbed to a peak of $7 billion in 1997, fell to $4.1 billion in 2002, after which they bumped along below $4.5 billion
For your current job or for a future job you expect to hold, describe what your supervisor could do to strongly motivate you to be a top performer.
Discuss why some people still think men make better managers than women even though research indicates that men and women are equally effective as managers and leaders.
Globally, the largest supplier of automotive seating is Michigan-based Adient. The company designs seat systems, including the fabric, springs, levers, and control technology, and builds them at 220 facilities around the world. Annually, the company supplies 23 million seat systems to major
Describe the goals the team should strive to achieve.
Think about a group of employees who work in a McDonald’s restaurant. What type of task interdependence characterizes this group? What potential problems in the group should the restaurant manager be aware of and take steps to avoid?
One resistant group of employees is made up of top managers. Some of them seem computer-phobic and are highly resistant to sharing information online, even with sophisticated security precautions in place. What steps will you take to get these managers to have more confidence in electronic
Netflix CEO Reed Hastings and People Manager Patty McCord worked for months to outline the details of the company culture, in terms of daily behaviors, they wanted to create at Netflix. The result was a stack of PowerPoint slides, or “culture deck” they could share with employees. Culture deck

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Contemporary Management 12th Edition Gareth Jones, Jennifer George - Solutions

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