Management Leading And Collaborating In A Competitive World 11th Edition Thomas Bateman, Scott Snell, Robert Konopaske - Solutions

3. Think of a job you hold currently or held in the past. How would you describe the psychological contract? How does(did) this affect your attitudes and behaviors on the job?
2. Why do you think it is so difficult for managers to empower their people?
2. What leader behaviors did Brad Howser exhibit? How well do they fit the needs of the ad agency?
4. How can students make constructive use of the survey results?
3. What do you think accounts for differences in student leadership attitudes?
2. In what ways did student scores and student responses to survey test items converge? In what ways did they diverge?
1. In what ways did your experience or lack of experience influence your responses to the survey?
15. Identify some opportunities for you to exhibit shared leadership and lateral leadership.
14. Name some leaders you consider servant–leaders and discuss.
13. Name some prominent leaders whom you would describe as authentic and inauthentic and discuss.
9. Identify the developmental experiences you have had that may have strengthened your ability to lead. What did those experiences teach you? Also identify some developmental experiences you need to acquire and how you will seek them. Be specific.
1. What do you want from your leader?
2. How does human resource management reinforce Zappos’s core values?
3. What should NHG do to improve its climate for diversity?
2. Compare your individual responses with those of other class members or participants. It is interesting to identify and discuss the most frequently used stereotypes.
1. Complete the He Works, She Works Worksheet. In the appropriate spaces, write what you think the stereotyped responses would be. Do not spend too much time considering any one item. Rather, respond quickly and let your first impression or thought guide your answer.
5. How did the situation turn out in the end?
2. Explain how you felt.
3. How can this exercise be used to good advantage?
2. How would you define ‘being different’?
5. How can organizations meet the special needs of different groups (e.g., work and family issues) without appearing to show favoritism to those particular sets of employees?
3. Besides its use for HR planning and recruiting, how might Invincibility’s data analysis be applied to improving the company’s training programs?The 17,000 employees of Invincibility Systems design and make aerospace and defense equipment such as rockets, spacecraft propulsion systems, and
2. What legal concerns does the data analysis at Invincibility raise? How should the company address those issues?The 17,000 employees of Invincibility Systems design and make aerospace and defense equipment such as rockets, spacecraft propulsion systems, and missile propulsion systems. Along with
1. Besides the factors identified, what other factors should Invincibility Systems take into account in its HR planning?The 17,000 employees of Invincibility Systems design and make aerospace and defense equipment such as rockets, spacecraft propulsion systems, and missile propulsion systems. Along
10. Discuss the advantages and disadvantages of collective bargaining for the employer and the employee.
7. What are some key ideas to remember when conducting a performance appraisal?
6. What purpose does performance appraisal serve? Why are there so many methods of appraisal?
5. What is a test? Give some examples of tests used by employers.
3. Define job analysis. Why is job analysis relevant to each of the six key HRM activities discussed in the chapter (i.e., planning, staffing, training, performance appraisal, reward systems, labor relations)?
2. Describe the major regulations governing HRM practices.
1. How will changes in the labor force affect HRM practices for the next decade?
3. How could DIY increase its agility in responding to the importance of the Internet?DIY Stores is a nationwide chain that offers every tool and supply for repairing and maintaining a home. Shoppers at DIY can find paints and paintbrushes, screwdrivers and lumber, pliers and electrical conduit,
2. DIY Stores is a large national chain. What impact did its size have on its agility?DIY Stores is a nationwide chain that offers every tool and supply for repairing and maintaining a home. Shoppers at DIY can find paints and paintbrushes, screwdrivers and lumber, pliers and electrical conduit,
1. As DIY Stores built its online presence, how well did it organize around its core capabilities?DIY Stores is a nationwide chain that offers every tool and supply for repairing and maintaining a home. Shoppers at DIY can find paints and paintbrushes, screwdrivers and lumber, pliers and electrical
7. What skills will you need to work effectively in (a) a learning organization and (b) a high-involvement organization?Be specific, generating long lists. Would you enjoy working in these environments? Why or why not? What can you do to prepare yourself for these eventualities?
6. Using an Internet search engine, search for “strategic alliance”and identify three recently formed alliances. For each alliance, identify whether the companies’ other products are generally competitors or complementary products.What are the goals of each alliance? What brought them
5. If you were going into business for yourself, what would be your core capabilities? What capabilities do you have now, and what capabilities are you going to develop? Describe what your role would be in a network organization and the capabilities and roles of other firms you would want in your
4. What is a core capability? What would you say are the core capabilities of Toyota, Walmart, and Apple? Brainstorm some creative new products and markets to which these capabilities could be applied.
3. Considering the potential advantages of large and small size, would you describe the feel of your college or university as big, small, or small within big? Why? What might make it feel different?
2. Describe large, bureaucratic organizations with which you have had contact that have not responded flexibly to customer demands. Also describe examples of satisfactory responsiveness.What do you think accounts for the differences between the responsive and nonresponsive organizations?
1. Discuss evidence you have seen of the imperatives for change, flexibility, and responsiveness faced by today’s firms.
3. Describe how the IT division used coordination to achieve greater integration.The Stanley Lynch Investment Group is a large investment firm headquartered in New York. The firm has 12 major investment funds, each with analysts operating in a separate department.Along with knowledge of the
2. What role did authority play in the adoption of the wiki by the IT division at Stanley Lynch?The Stanley Lynch Investment Group is a large investment firm headquartered in New York. The firm has 12 major investment funds, each with analysts operating in a separate department.Along with knowledge
1. Give an example of differentiation in Stanley Lynch’s organization structure and an example of integration in this structure.The Stanley Lynch Investment Group is a large investment firm headquartered in New York. The firm has 12 major investment funds, each with analysts operating in a
6. Decentralizing involves delegating authority, and therefore, the principles of delegation apply to decentralization. (List the principles of delegation before you start your discussion.)A large number of factors determine the extent to which a manager should decentralize. Clearly, anything that
5. Managers should delegate decisions that involve large amounts of time but minimal erosions of their power and control.A large number of factors determine the extent to which a manager should decentralize. Clearly, anything that increases a manager’s workload creates pressure for
4. Developing adequate, timely controls is the essence of decentralizing.A large number of factors determine the extent to which a manager should decentralize. Clearly, anything that increases a manager’s workload creates pressure for decentralization because only a finite level of work can be
3. The more rapidly changing the organization’s environment, the more decentralization.A large number of factors determine the extent to which a manager should decentralize. Clearly, anything that increases a manager’s workload creates pressure for decentralization because only a finite level
2. The larger the size of the organization, the more the decentralization.A large number of factors determine the extent to which a manager should decentralize. Clearly, anything that increases a manager’s workload creates pressure for decentralization because only a finite level of work can be
1. The greater the diversity of products, the greater the decentralization.A large number of factors determine the extent to which a manager should decentralize. Clearly, anything that increases a manager’s workload creates pressure for decentralization because only a finite level of work can be
2. In what ways is the school’s structure designed to suit the needs of students, faculty, staff, the administration, and the business community?
1. Is your business school well organized? Why or why not?
10. Brainstorm a list of methods for integrating interdependent work units. Discuss the activities that need to be undertaken and the pros and cons of each approach.
9. If you learned that a company had a matrix structure, would you be more or less interested in working there? Explain your answer. How would you prepare yourself to work effectively in a matrix?
8. Would you rather work in a functional or divisional organization?Why?
7. Consider an organization in which you have worked, draw its organization chart, and describe it by using terms in this chapter. How did you like working there, and why?
6. Why do you think managers have difficulty delegating? What can be done to overcome these difficulties?
5. Pick a job you have held and describe it in terms of span of control, delegation, responsibility, authority, and accountability.
4. Interview a member of a board of directors, and discuss that member’s perspectives on his or her role.
3. Would you like to sit on a board of directors? Why or why not? If you did serve on a board, what kind of organization would you prefer? As a board member, in what kinds of activities do you think you would most actively engage?
2. What are some advantages and disadvantages of being in the CEO position?
1. Based on the description of General Motors in this chapter, give some examples of differentiation in that organization. In other words, what specialized tasks have to be performed, and how is labor divided at General Motors? Also, how does General Motors integrate the work of these different
3. For Foxconn, what management challenges arise from running an exporting business based in China and serving developed nations such as the United States? What management skills does it need under these circumstances?
2. If Foxconn’s management hired you to offer advice on improving its ethical decision making and corporate social responsibility, what measures would you suggest? Why?
1. What threats, opportunities, strengths, and weaknesses can you identify at Foxconn? How is it addressing these with its strategy?
3. Describe three nonfinancial resources likely to be important for the future of ScrollCo. How can Mandy ensure that her business has those resources?Mandy Toberman had enjoyed her engineering job at Acme Electronics, but she began to grow restless. Most of her work for the past five years had
2. What information should Mandy include in her business plan?Mandy Toberman had enjoyed her engineering job at Acme Electronics, but she began to grow restless. Most of her work for the past five years had involved designing minor adjustments to existing products. She worried she would lose her
1. What actions could Acme Electronics take to foster intrapreneurship?What consequences does it suffer from failing to foster it?Mandy Toberman had enjoyed her engineering job at Acme Electronics, but she began to grow restless. Most of her work for the past five years had involved designing minor
2. Each team should research the information necessary to complete the New Business Start-Up Worksheet. The following agencies or organizations might be of assistance:a. Small Business Administrationb. Local county/city administration agenciesc. Local chamber of commerced. Local small business
1. Your instructor will divide the class into teams and assign each team the task of investigating the start-up of one of the following businesses:a. Submarine sandwich shopb. Day care servicec. Bookstored. Gasoline service statione. Other
6. Write a thank-you note. This is more than a courtesy; it will also help the entrepreneur remember you favorably should you want to follow up on the interview.
5. Evaluate what you have learned. Write down the information you have gathered in some form that will be helpful to you later on. Be as specific as you can. Jotting down direct quotes is more effective than statements such as “highly motivated individual.” Also be sure to make a note of what
4. Conduct the interview. If both you and the person you are interviewing are comfortable, using a small voice recorder during the interview can be of great help to you later.Remember, too, that you most likely will learn more if you are an interested listener.
3. Identify specific questions you would like to have answered and the general areas about which you would like information.(See the following suggested interview questions, although there probably won’t be time for all of them.)Using a combination of open-ended questions—such as general
2. Contact the person you have selected and make an appointment. Be sure to explain why you want the appointment and to give a realistic estimate of how much time you will need.
1. Identify an entrepreneur in your area you would like to interview.
16. Brainstorm some new ideas for social enterprise. What challenges do you foresee, and how would you proceed?
15. Find some inspiring examples of social entrepreneurship and describe them to your class.
14. Choose an Internet company with which you are familiar and brainstorm ideas for how its services or approach to business can be improved. How about starting a new Internet company altogether—what would be some possibilities?
13. The chapter specified some of the changes in the external environment that can provide business opportunity (technological discoveries, lifestyle and taste changes, and so on). Identify some important recent changes or current trends in the external environment and the business opportunities
12. Does franchising appeal to you? What franchises would most and least interest you, and why?
11. Identify a business that recently folded. What were the causes of the failure? What could have been done differently to prevent the failure?
10. With your classmates, form small teams of skunkworks.Your charge is to identify an innovation that you think would benefit your school and to outline an action plan for bringing your idea to reality.
9. Read Table 7.1 . Which myths did you believe? Do you still?Why or why not? Interview two entrepreneurs by asking each myth as a true-or-false question. Then ask them to elaborate on their answers. What did they say? What do you conclude?
8. Conduct interviews with two entrepreneurs, asking whatever questions most interest you. Share your findings with the class. How do the interviews differ from one another, and what do they have in common?
7. Assume you are writing a story about what it’s really like to be an entrepreneur. To whom would you talk, and what questions would you ask?
6. Identify some businesses that recently opened in your area.What are their chances of survival, and why? How would you advise the owners or managers of those businesses to ensure their success?
5. Brainstorm a list of ideas for new business ventures. Where did you get the ideas? Which ones are most and least viable, and why?
4. Identify and discuss new ventures that fit each of the four cells in the entrepreneurial strategy matrix.
3. Most entrepreneurs learn the most important skills they need after age 21. How does this affect your outlook and plans?
2. How would you assess your capability of being a successful entrepreneur? What are your strengths and weaknesses?How would you increase your capability?
1. On a 1 to 10 scale, what is your level of personal interest in becoming an entrepreneur? Why did you rate yourself as you did?
3. What skills of a global manager could help Net-Work Docs succeed?
2. How are the founders balancing pressures for global integration and local responsiveness? Is their global strategy likely to succeed? Why or why not?
1. What are some possible advantages of Net-Work Docs serving a global market?
4. What lessons did you learn from this activity? What steps can you take to improve your ability to understand and appreciate differences?
3. What were things you or others did or said that enabled or hindered you from adjusting to other people and their culture (a)in this activity? (b) in similar real-life situations?
2. What did you learn about yourself and others through this activity? Discuss your strengths and weaknesses in cross-cultural interaction.
1. In what ways did your perceptions of others and their differences influence how you interacted with them and your ability to achieve your goals?
4. What characteristics of the organization have contributed to its success or lack of success in the international marketplace?

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Management Leading And Collaborating In A Competitive World 11th Edition Thomas Bateman, Scott Snell, Robert Konopaske - Solutions

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