New Semester
Started
Get
50% OFF
Study Help!
--h --m --s
Claim Now
Question Answers
Textbooks
Find textbooks, questions and answers
Oops, something went wrong!
Change your search query and then try again
S
Books
FREE
Study Help
Expert Questions
Accounting
General Management
Mathematics
Finance
Organizational Behaviour
Law
Physics
Operating System
Management Leadership
Sociology
Programming
Marketing
Database
Computer Network
Economics
Textbooks Solutions
Accounting
Managerial Accounting
Management Leadership
Cost Accounting
Statistics
Business Law
Corporate Finance
Finance
Economics
Auditing
Tutors
Online Tutors
Find a Tutor
Hire a Tutor
Become a Tutor
AI Tutor
AI Study Planner
NEW
Sell Books
Search
Search
Sign In
Register
study help
business
exploring management
Exploring Management 1st Asia-Pacific Edition John R. Schermerhorn - Solutions
19 What are the possible differences in outcomes for managers using force-coercion and shared power change strategies?
18 How do a manager's responsibilities for change leadership vary among Lewin's three phases of planned change?
17 What are the differences among process, product and business model innovations?
16 Why is managing organisational culture potentially more challenging in a virtual organisation?
15 When a change leader tries to deal with resistance by trying to influence others covertly, offering only selective information and/or structuring events in favour of the desired change, this is an example of (a) rational persuasion (b) manipulation and cooptation (c) negotiation (d) facilitation
14 The responses most likely to be associated with use of a force-coercion change strategy are best described as, (a) internalised commitment (b) temporary compliance (c) passive cooptation (d) active resistance
13 The most participative of the planned change strategies is (a) negotiation and agreement (b) rational persuasion (c) shared power (d) education and communication
12 A manager using a force-coercion strategy is most likely relying on the power of. bring about planned change. to (a) expertise (b) reference (c) legitimacy (d) information
11 (a) add more bureaucratic structure to the innovation process (b) provide special space for people to work together and achieve innovation (c) make sure that any innovation occurs according to pre-set plans (d) give people free time in their jobs to be personally creative change results in a
10 The basic purpose of starting a skunkworks is to .
9 The innovation process isn't really successful in an organisation until a new idea is (a) tested as a prototype (b) proven to be financially feasible (c) put into practice (d) discovered or invented
7 Movie downloads by subscription (Netflix) and advertising revenues from internet searches (Google) are examples of innovations. (a) business model (b) social (c) product (d) process8 Green innovation is most associated with the concept of (a) observable culture (b) core culture (c) sustainability
6 The Kindle e-reader by Amazon and the iPad by Apple are examples of (a) business model innovations. (b) social (c) product (d) process
5 Product innovations create new goods or services for customers, whereas create new ways of doing things in the organisation. (a) content (b) process (c) quality (d) task innovations
4 A or labour. A organisation facilitates connections between buyers and sellers of products, services organisation starts out small but then displaces prior practices and competitors in the larger market. (a) core-ring: share economy (b) share economy: core-ring (c) share economy; disruptive (d)
3 An organisation seeking to change the lines of authority and communication is targeting change in the organisation's (a) tasks (b) people (c) culture (d) structure
2 A(n). it in another. (a) core-ring (b) virtual (c) outsourced (d) disruptive organisation may compete with a business in one area, but partner with
1 A(n) organisation has a small central team of permanent workers, moving other skills in and out of the organisation as required. (a) core-ring (b) virtual (c) outsourced (d) disruptive
3 Times are tough at your organisation, so as the director of human resources you have a problem. The company's senior executives have decided that 10 per cent of the payroll has to be cut immediately. Instead of laying off people, you want to have everyone cut back their work hours by 10 per cent.
2 Take a look around your present organisation, whether that is your university or your workplace. What three ideas can you come up with right away for possible innovations? How would your ideas, if implemented, benefit both the organisation and society at large? What are the potential obstacles to
1 Your organisation needs to improve its ability to innovate. It is a traditional organisation with a long track record of success but lately its competitive advantage has been eroded by new, small entrants to your market. Something has to change. As a manager, would you recommend changes to the
9.3 describe how managers lead and support organisational change.
9.2 discuss how organisations support and achieve innovation
9.1 describe how the increasingly dynamic business environment is redefining the concept of an organisation
7 Explain to the class what managers and team leaders can learn from your metaphors.
6 Present your metaphorical views of organisations to the class.
5 Draw pictures or create a short skit to illustrate the contrasts between your two metaphors.
4 Brainstorm how each metaphor in the set is similar to and different from the other in this explanation.
3 Brainstorm how each metaphor in your set can be used to explain how organisations work.
2 Select one of the following sets of organisational metaphors. (a) Human brain-spiderweb (b) Rock band-chamber music ensemble (c) Cup of coffee-beehive (d) Cement mixer-star galaxy (e) About the fifth date in an increasingly serious relationship-a couple celebrating their 25th wedding anniversary
1 Think about organisations and how they work.
20 Imagine you are a consultant to your university vice-chancellor. You have been tasked with making the organisation more efficient without sacrificing its educational goals. Although the vice-chancellor doesn't realise it, you are a specialist in network structures. You are going to suggest
19 Why is an organic design likely to be quicker and more flexible in adapting to changes than a mechanistic design?
18 How does a matrix structure combine functional and divisional forms?
17 In what ways can informal structures be good for organisations?
16 Why should an organisation chart be trusted 'only so far?
15 which alternative work schedule is identified by Working Mother magazine as being used by all companies on its list of 100 best employers for working mothers? (a) Telecommuting (b) Job sharing (c) Flexible hours (d) Part-time
14 Workers following a compressed work week schedule often work 40 hours in (a) 3 days. (b) 4 (c) 5 (d) a flexible schedule of
13 Which organisation design would likely be a good fit for a dynamic and changing external environ- ment? (a) Vertical (b) Centralised (c) Organic (d) Mechanistic
12 The bureaucratic organisation described by Max Weber is similar to the by Burns and Stalker. (a) adaptive (b) mechanistic (c) organic (d) horizontal organisation described
11 If a student in one of your course groups volunteers to gather information for a case analysis and the other members tell him to go ahead and choose the information sources he believes are most important. the group is giving this student_ to fulfil the agreed-on task. (a) responsibility (b)
10 A 'tall' organisation will likely have. number of members. (a) wider (b) narrower (c) more ambiguous (d) less centralised spans of control than a 'flat' organisation with the same
9 An organisation that employs just a few 'core' or essential full-time employees and outsources a lot of the remaining work shows signs of using a structure. (a) functional (b) divisional (c) network (d) team
8 The functional chimneys problem occurs when people in different functions_ (a) fail to communicate with one another (b) try to help each other work with customers (c) spend too much time coordinating decisions (d) focus on products rather than functions
7 An organisation using a structure should expect that more problems will be solved at lower levels and that top managers will have more time free to engage in strategic thinking. (a) virtual (b) matrix (c) functional (d) product
6 A manufacturing business with a functional structure has recently acquired two other businesses with very different product lines. The president of the combined company might consider using a structure to allow a better focus on the unique needs of each product area. (a) virtual (b) team (c)
5 The 'two-boss' system of reporting relationships is both a potential source of problems and one of the key aspects of (a) functional structures. (b) matrix (c) network (d) product
4 When an organisation chart shows that vice-presidents of marketing, finance, manufacturing and purchasing all report to the president, top management is using a (a) functional (b) matrix (c) network (d) product structure.
3 Rumours and resistance to change are potential disadvantages often associated with (a) virtual organisations (b) informal structures (c) functional chimneys (d) cross-functional teams
2 An organisation chart is most useful for (a) mapping informal structures (b) eliminating functional chimneys (c) showing designated supervisory relationships (d) describing the shadow organisation
1 The main purpose of organising as a management function is to (a) make sure results match plans (b) arrange people and resources to accomplish work (c) create enthusiasm for the needed work (d) link strategies with operational plans
3 As the owner of a small computer repair and services business, you want to allow employees more. flexibility in their work schedules. But you also need consistency of coverage to handle both drop- in customers and at-home service calls. There are also times when customers need 'emergency' help
2 A report by the Australian Business Deans Council in 2018 highlighted the problem of business education conducted in isolation from other disciplines. Business graduates need to be 'self-aware, good communicators and able to see another point of view'. Thus, business schools are 'championing the
1 As the new manager of a branch bank location, you will be supervising 22 employees, most of whom have worked together for several years. How will you identify the informal structure of the branch? How will you try to use this structure to help establish yourself as an effective manager in the new
8.3 discuss current trends in organisational design.
8.2 identify common types of organisation structures
8.1 describe organising as a managerial responsibility
4 What type of contingency and scenario planning can you identify from the Viterra Australia case? Recommend what it could have done better and could do better in the future.
3 Discuss Viterra Australia's short-term and long-term planning. Use examples from the case and determine the three levels in their planning process: strategic, operational/tactical and functional.
2 Given that Viterra Australia is in the manufacturing business, how did it maintain its quality commitment to customers?
1 Using the information from the case, analyse how Viterra Australia used the planning process to be prepared for the future. Identify how it set the direction for itself where it was to where it wanted to go and how it decided to go about it.
2 Indicate whether you think the following observations are true (T), false (F) or doubtful in that it may be either true or false (?). Judge each observation in order. Do not reread the observations after you have indicated your judgement, and do not change any of your answers. 1. The thief was
1 Read the following report. 57 A well-liked university instructor had just completed making up the final examination and had turned off the lights in the office. Just then, a tall, broad figure with dark glasses appeared and demanded the examination. The professor opened the drawer. Everything in
19 What is the web- or app-based business model that allows owners to share unused assets or spare time with users?20 Kim Harris owns and operates a small retail store that sells the outdoor clothing of an Australian manufacturer to a predominantly university student market. A large national chain
18 What is strategic leadership?
17 What strategy should be pursued for a 'question mark' in the BCG matrix, and why?
16 What is the difference between corporate strategy and functional strategy?
15 Strategies that develop progressively over time as 'streams' of decisions made by managers as they learn from and respond to work situations is called_ (a) a prospector (b) an emergent (c) an analyser (d) a focused strategy.
14 A is formed when two or more people agree to contribute resources to start and operate a business together. (a) partnership (b) private company (c) public company (d) sole proprietorship
13 In addition to focusing on strategy implementation and strategic control, the responsibility for strategic leadership of an organisation involves success with (a) motivating a disposable workforce (b) the process of continuous change (c) goal displacement (d) growth by liquidation
12 When snack food makers spend millions on ads trying to convince customers that their products are unique, they are pursuing what Porter calls a (a) transnational (b) concentration (c) diversification (d) differentiation strategy.
11 The two questions Porter asks to identify the correct competitive strategy for a business or product line are 'What is the market scope?' and 'What is the (a) market share (b) source of competitive advantage (c) core competency (d) industry attractiveness
10 In Porter's five forces model, which of the following conditions is most favourable? (a) Many competitive rivals (b) Many substitute products (c) Low bargaining power of suppliers (d) Few barriers to entry
9 A (a) dog (b) cash cow (c) question mark (d) star in the BCG matrix would have a high market share in a low-growth market.
7 If Google's top management were to announce that the firm was going to buy a courier company, this would be a strategy of growth by . 8 (a) diversification (b) concentration (c) horizontal integration (d) vertical integration are an organisation's special strengths that help it outperform
6 Among the global strategies that international businesses might pursue, the . most directly tries to customise products to fit local needs and cultures in different countries. (a) Concentration (b) Globalisation (c) Transnational (d) Multi-domestic strategy
5 The alliances that link firms in supply chain management relationships are examples of how businesses can use (a) B2C (b) growth (c) cooperation (d) concentration strategies.
4 When you buy music downloads online, the firm selling them to you is engaging in which type of e-business strategy? (a) B2C (b) B2B (c) Infomediary (d) Crowdsourcing
3 Wesfarmers is a complex conglomerate that owns many firms operating in very different industries. The strategies pursued for each individual firm under the Wesfarmers umbrella would best be called level strategies. (a) corporate (b) business (c) functional (d) transnational
2 The ability of a business firm to consistently outperform its rivals is called (a) vertical integration (b) competitive advantage (c) strategic intent (d) core competency
1 Which is the best question to ask to start the strategic management process? (a) 'What is our mission?" (b) 'How well are we currently doing?" (c) 'How can we get where we want to be?" (d) 'Why aren't we doing better?"
2 For some years now, you've owned a small computer repair business in a university suburb. You fix laptops, replace phone screens and refurbish and upgrade desktop computers. Your customers are mainly university students along with other local residents. Recent numbers show a steep decline in
1 A neighbourhood business association has members from the local coffee bistro, bookstore, chemist, hardware shop and bicycle shop. The owners of these businesses are interested in how they might 'cooperate' for better success. Be a business consultant to the association. What would you propose as
7.2 describe how managers formulate and implement strategies.
7.1 explain the role of strategies in organisations
4 Choose a spokesperson to share your results with the class as a whole and explain their implications for the class members.
3 Summarise in list form what you consider to be the major planning implications of your future workplace scenario for management students today. That is, explain what this means in terms of using academic and extracurricular activities to best prepare for success in this future scenario.
2 Draw a 'picture representing what the 'Workplace 2040' organisation will look like.
1 Write a one-paragraph description of what the typical 'Workplace 2040' manager's workday will be like.
12 I 'block' a certain amount of time each day or week to be dedicated to high-priority activities. time
11 I don't like to-do lists; I prefer to respond to daily events as they occur.
10 I schedule my time completely from start to finish every workday.
9 My office door is always 'open': I never work in complete privacy.
8 My workspace is neat and organised.
7 I save the most trivial tasks for that time of day when my creative energy is lowest.
6 I don't worry much if I don't accomplish at least one significant task each day.
5 I skim documents before reading them and don't complete any that offer a low return on my investment.
4 Even though meetings without a clear and useful purpose upset me, I put up with them.
3 Most of the time I don't do things someone else can do; I delegate this type of work to others.
2 I do the most important things during that part of the day when I know I perform best.
Showing 300 - 400
of 2370
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Last
Step by Step Answers
Get 50% OFF
Claim Now
