Exploring Management 1st Asia-Pacific Edition John R. Schermerhorn - Solutions

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5. It appears that Cannon-Brookes is a very persuasive communicator. With reference to chapter 16, explain why this is.
4. With reference to sections 15.3 and 15.4, describe the key elements of Atlassian's approach to building successful, high-performance teams.
3. Would you describe Mike Cannon-Brookes more as a visionary leader or a servant leader? Why?
2. Where would you place Mike Cannon-Brookes in terms of the classic leadership styles (see figure 12.3)?
1. Atlassian's organisational culture, built upon its values, is deeply embedded in everything that the organisation does and is clearly embraced by its team members. Think about the organisations you have worked for or that you know well. Would Atlassian's organisational culture translate to them?
7. Would you describe the GTA team at Rockstar Games as a high-performance team? Why/why not?
6. Rockstar Games's products and processes all revolve around technology yet work from home is not an accepted practice. Why do you think this is so? Do you think it could benefit stakeholders to introduce it? What would be needed to make it work?
5. Describe the team processes at work at Rockstar Games, including the influence of group norms, team cohesiveness and groupthink.
4. Explain how reinforcement has been used by Rockstar Games team managers to encourage participation in crunch.
3. Rockstar Games is enormously successful by any financial measure, but the sentiment of its employees varies widely. How do you explain this using the theories of motivation?
2. Drawing on needs theory and/or motivation factors (discussed in chapter 14), analyse job satisfaction and employee engagement (chapter 13) at Rockstar Games.
1. What outcomes of stress in the workplace at Rockstar Games are evident from the case?
5. In the context of globalisation, global trade and global competition, do you think individual countries can maintain their own traditional HRM practices and standards (including laws like safety standards and pay) or will practices converge to remain competitive?
4. Many Japanese companies are hesitant to tie pay increases to performance because they fear it will weaken teamwork and diminish morale. What do you see as the advantages and drawbacks of salary increases based on performance versus seniority (age or years with the company)? Would you prefer one
3. Do you think employers have any responsibility to prepare staff for life events such as taking time off to have children / raise a family, returning to work and preparing for retirement? Why / why not?
2. What do you think about joining an employer directly from university and remaining with them for your entire working life? Describe the possible advantages and disadvantages from the employee's perspective and the organisation's perspective.
1. Compare the characteristics of traditional Japanese HRM with the HRM practices described in chapter 10. What is your opinion of Japan's hybrid HRM approach?
5. Using your responses to the questions above, design a set of control processes to ensure your business achieves ethical and legal compliance.
4. How can management by exception or management by objectives be implemented in managing gig drivers?
3. Following on from questions 1 and 2, would you expect to rely primarily on internal or external control or a mix in your control processes? If external or a combination, how could you use bureaucratic control, clan control and market control?
2. Following on from question 1, would you focus on feedforward, concurrent or feedback controls-or a mix of these-in your control processes? Why?
1. Assume you are the manager of a delivery service for alcohol using 'gig' delivery drivers, similar to Delivereasy. Drawing on the information in the case, design a set of objectives to ensure your business achieves ethical and legal compliance.
4. Do you think the structural changes Rio Tinto has made are sufficient and appropriate? Would you suggest any different or additional changes?
3. What role did the organisational structure play in the Juukan Gorge decision-making process?
2. Briefly describe the decisions that each stakeholder group made in relation to the mine expansion and describe what you think was wrong (if anything) with each decision. At what stage of the decision- making process did each mistake (if any) occur? How could the mistakes (if any) have been
1. Identify the stakeholders in the Juukan Gorge decision. Describe each stakeholder group's interests in the Juukan Gorge and how the outcomes for each stakeholder compared with their objectives.
5. Assume you are a strategic manager for an online electronics retailer. How can you understand Amazon's strategy and its competitive advantage in order to compete against it? What strategy would you recommend and why?
4. How will the increasing adoption of automation technologies affect the future of management?
3. Amazon is simultaneously one of the most praised and most criticised businesses in the world today. Analyse Amazon's warehouse operations using each of the moral reasoning approaches discussed in chapter 3. What do you conclude?
2. Which management theories or principles/techniques from them (from chapter 2) do you think are used at Amazon? Provide evidence for your answer.
1. Compare and contrast 'management by algorithm' with 'management by human'. Use the four functions of the management process to guide your analysis.
6. Assume GrabWheels wants to enter the Australian (or your home) market. Develop a plan for the company using the steps in the planning process.
5. In early 2022 GrabWheels began a trial of its e-scooters in Malaysia. Do you think GrabWheels needs to adjust its offering to compete effectively against Beam's offering in Malaysia?
4. To minimise regulatory interference and serve the interests of its customers, GrabWheels needs to achieve higher compliance with the requirements for safe and legal operation of its e-scooters in Indonesia. Suggest a set of objectives and performance measures for this overall goal.
3. An analysis of the specific environment is an important planning and strategy tool. Describe Grab- Wheels' specific environment in terms of laws and regulations.
2. A PESTEL analysis is a good way to understand the general environment in which a business operates. What information in the case is relevant to each part of a PESTEL analysis? What other information would you want to know?
1. Do micromobility services add value to societies striving towards sustainable living? Discuss the advantages and drawbacks of micromobility services and assess their value to such societies.
4 What leadership style would be effective when dealing with external factors outside the control of an organisation's leadership?
3 Discuss the changes Haigh's made after knowing its weaknesses. What does this show about Haigh's approach to current issues and directions in leadership development?
2 During World War II and later, with the advent of television, high competition, losing contracts and reduced supply, how did Haigh's stay on top of the competition, ensuring that its brand image was not hampered? What type of leadership style did Haigh's display?
1 Describe the foundations of effective leadership. From the information in the case, what do leaders do to ensure that their vision is intact?
5. Do you consider Edukasyon to be an innovative organisation? Why/why not?
4. What do you think would be suitable and unsuitable organisational structures for a social venture?
3. To what extent would you describe Edukasyon as a 'virtual organisation"?
2. Do you consider Edukasyon primarily a for-profit social venture or primarily a business with some social objectives? Is there a difference?
1. Identify the different stakeholder groups relevant to Edukasyon and describe their interests.
4 What leadership style would be effective when dealing with external factors outside the control of an organisation's leadership?
3 Discuss the changes Haigh's made after knowing its weaknesses. What does this show about Haigh's approach to current issues and directions in leadership development?
2 During World War II and later, with the advent of television, high competition, losing contracts and reduced supply, how did Haigh's stay on top of the competition, ensuring that its brand image was not hampered? What type of leadership style did Haigh's display?
1 Describe the foundations of effective leadership. From the information in the case, what do leaders do to ensure that their vision is intact?
3 Have each team member practise performing these conversations with another member, while the third member acts as an observer. Be direct, but try to hold the conversations in an appropriate way. Listen to feedback from the observer, then try the conversations again, perhaps practising with
2 Form three-person teams as assigned by your instructor. Identify the three conversations with which each person indicates the most discomfort.
1 Identify from the list below the three conversations that you find most difficult and uncomfortable when part of a team. 38 (a) Telling a friend that they must stop coming late to team meetings. (b) Pointing out to a team member that their poor performance is hurting the team.(c) Asking teammates
18 I feel confident in my ability to stand up for my rights.
17 When I criticise someone else's work, they get mad.
16 When I feel angry with other people, I bottle it up rather than express it.
15 I can express my true feelings when I care for someone.
8 If people criticise my work, I find a way to make them back down.
3 Other people find me interesting.
1 I respond more modestly than I really feel when my work is complimented.
20 Glenn was recently promoted to be the manager of a new store being opened by a large department store chain. He wants to start out right by making sure that communications are always good between him, the six department heads and the 50 full-time and part-time sales associates. He knows he'll be
18 What are four errors team leaders might make when trying to give constructive feedback to team members?
15 When a visitor to a foreign culture makes gestures commonly used at home even after learning that they are offensive to locals, the visitor can be described as (a) a passive listener (b) ethnocentric (c) more efficient than effective (d) an active listener
14 When a person's words say one thing but their body language suggests something quite different, the person is sending (a) a mixed message (b) noise (c) social capital (d) destructive feedback
12 The negative effects of status differences on communication between lower and higher levels in organisations show up in the form of (a) information filtering (b) proxemics (c) ethnocentrism
11 A is higher in channel richness than a(n). (a) memo; voicemail (b) letter; video conference (c) chat message; email (d) voicemail; telephone conversation
7 How can a manager build the credibility needed for persuasive communications? (a) Offer rewards for compliance with requests. (b) Clarify penalties for non-compliance with requests. (c) Remind everyone that they are the boss. (d) Work hard to establish good relationships with others.
3 The restaurant you own and manage is being hit hard by the opening of a new night market one suburb over. The number of customers is down, as is the amount of the average dinner bill. You employ a staff of 12, but you're going to have to cut back or go to job sharing so the payroll covers no more
2 As the leader of your work team, some members have come to you and pointed out that there is no way they can complete the current project on time. In fact, they expect to be at least two weeks late. This is a 'pet' project for your boss and your understanding is that she has a lot riding on its
1 Your boss just sent a text message stating that he wants you at a meeting starting at 3 pm. Your daughter is performing a music program at her school at 2.45 pm and she wants you to attend. You're out of the office making sales calls and have scheduled appointments to put you close to the school
16.3 discuss ways to improve communication with people at work.
16.2 identify the major barriers to effective communication
16.1 explain the nature of communication and what makes it effective
13 I ensure the team meets its team commitments.
10 I recognise and reward individual contributions to team performance.
6 I organise and run effective and productive team meetings.
20 Valeria has just been appointed manager of a production team operating the 11 pm to 7 am shift in a large manufacturing firm. An experienced manager, Valeria is pleased that the team members seem to really like and get along well with one another, but she notices that they also appear to be
12 A (a) consensus (b) unanimous (c) majority (d) synergy decision is one in which all members agree on the course of action to be taken.
8 A team member who does a good job at summarising discussion, offering new ideas and clarifying points made by others is providing leadership by contributing process. (a) required (b) task (c) disruptive (d) maintenance activities to the group
6 The team effectiveness equation states the following: Team effectiveness = Quality of inputs + -Process losses). (a) Process gains (b) Leadership impact (c) Membership ability (d) Problem complexity
5 A basic rule of team dynamics might be stated this way: the greater the greater the conformity to norms. (a) membership diversity (b) cohesiveness (c) task clarity (d) competition among members in a team, the
4 In the open systems model of teams, the (a) communication network (b) decision-making method (c) performance norm (d) diversity of membership is an important input factor.
3 An effective team is defined as one that achieves high levels of task performance, high member satisfaction and (a) resource efficiency (b) team viability (c) group consensus (d) creativity
2 One of the recommended strategies for dealing with a group member who engages in social loafing is to (a) redefine tasks to make individual contributions more visible (b) ask another member to encourage this person to work harder (c) give the person extra rewards and hope they will feel guilty
1 occurs when a group of people is able to achieve more than its members could by working individually. (a) Distributed leadership (b) Consensus (c) Team viability (d) Synergy
4 For quite some time, you've been watching the performance of your work team slowly deteriorate. Although everyone seems to like one another, the 'numbers' in terms of measured daily accomplish- ments have now fallen to an unacceptable level. It's time to act. What will you look at to identify
3 The members of the executive compensation committee that you are chairing show a high level of cohesiveness. It's obvious that they enjoy being part of the committee and are proud to be on the organisation's board of directors. But the committee is about to approve extraordinarily high pay
2 The previous sales team leader left, and you were hired recently. You are introduced to your team, and your manager explains that although your sales team are not new hires, there has been shuffling of teams, so the seven members that you have in your team have not worked with each other as a
1 It's time for the initial meeting of the task force you have been assigned to lead. This is a big opportunity for you because it's the first time your boss has given you this level of responsibility. There are seven team members, all of whom are your peers and co-workers-no direct reports. The
15.4 describe how managers lead and support high-performance teams.
15.3 identify the building blocks of successful teamwork
15.2 describe the stages of team development
15.1 discuss the importance of teams and teamwork
20 I once overheard a conversation between two executive MBA students. One was telling the other: 'My firm just contracted with Muzak to have mood music piped into the offices at various times of the workday. The other replied: "That's a waste of money; there should be better things to spend money
19 How can shaping be used to encourage desirable work behaviours?
18 What are three ways a worker might react to perceived negative inequity over a pay raise?
17 How can a team leader use goal-setting theory in working with individual team members?
16 What preferences does a person high in the need for achievement bring to the workplace?
15 Both Barry and Marissa are highly motivated students. Knowing this, an instructor can expect them to in the management course. be (a) hard working (b) high performing (c) highly satisfied (d) highly dissatisfied
14 The basic premise of reinforcement theory is that (a) behaviour is a function of environment (b) motivation comes from positive expectancy (c) higher order needs stimulate hard work (d) rewards considered unfair are demotivators

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