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business
organization theory and design
Organization Theory And Design An International Perspective 4th Edition Hugh Willmott, Richard Daft, Jonathan Murphy - Solutions
4 You are into your third year of operation, and your business has been very successful. You want to add a second location a few kilometres away. What issues will you face running the business at two locations? Draw an organization chart that includes the two business locations.To better understand
3 Based on the specifics in number 2, develop an organization chart. Each position in the chart will perform a specific task or is responsible for a certain outcome.To better understand the importance of organization structure in your life, do the following assignment.Select one of the following
2 What are the specific tasks to be completed to accomplish the mission?To better understand the importance of organization structure in your life, do the following assignment.Select one of the following situations to organize:■■ A copy and printing shop ■■ A travel agency ■■ A sports
1 Write down the mission or purpose of the organization in a few sentences.To better understand the importance of organization structure in your life, do the following assignment.Select one of the following situations to organize:■■ A copy and printing shop ■■ A travel agency ■■ A
10 Describe the virtual network structure. Why do you think this is becoming a good structural alternative for some of today’s organizations?
9 Why do companies using a horizontal structure have cultures that emphasize openness, employee empowerment and responsibility? What do you think a manager’s job would be like in a horizontally organized company?
8 The manager of a consumer products firm said,‘We use the brand manager position to train future executives’. Do you think the brand manager position is a good training ground? Discuss.
7 What conditions usually have to be present before an organization should adopt a matrix structure?
6 What is the difference between a task force and a team? Between a liaison role and an integrating role? Which of these provides the greatest amount of horizontal coordination?
5 What are the primary differences between a traditional organization designed for efficiency and a more contemporary organization designed for learning?
4 Large corporations tend to use hybrid structures. Why?
3 When is a functional structure preferable to a divisional structure?
2 How do rules and plans help an organization achieve vertical integration?
1 What is the definition of organization structure? Does organization structure appear on the organization chart? Explain.
11 A noted organization theorist once said,‘Organizational effectiveness can be whatever top management defines it to be’. Discuss.
10 What are the similarities and differences between assessing effectiveness on the basis of competing values versus the stakeholder approach described in Chapter 2?
9 What are the advantages and disadvantages of the resource-based approach versus the goal approach for measuring organizational effectiveness?
8 Suppose you have been asked to evaluate the effectiveness of the police service in a medium-sized city. Where would you begin, and how would you proceed? What effectiveness approach would you prefer and why?
7 To what extent do mission statements and official goal statements provide an organization with legitimacy in the external environment?
6 In what ways is the blue ocean strategy different from the approaches described by Porter, and Miles and Snow?
5 Discuss the similarities and differences in the strategies described in Porter’s competitive strategies and Miles and Snow’s typology.
4 What is the difference between a goal and a strategy as defined in the text? Identify both a goal and a strategy for a campus or community organization with which you are familiar.
3 What is a goal for the class for which you are reading this text? Who established this goal? Discuss how the goal affects your direction and motivation.
2 How might a company’s goals for employee development be related to its goals for innovation and change? To goals for productivity? Can you identify ways these types of goals might conflict in an organization?
1 Discuss the role of top management in setting organizational direction.
4 Optional: Compare your table with those of other students and look for common themes. Which companies seem to articulate and communicate their goals and strategies best?Choose three companies, either in the same industry or in three different industries. Search the internet for information on the
3 Which of the goals or strategies should be changed? Why?Choose three companies, either in the same industry or in three different industries. Search the internet for information on the companies, including annual reports. In each company look particularly at the goals expressed. Refer back to the
2 Look for differences in the goals and strategies of the three companies and develop an explanation for those differences.Choose three companies, either in the same industry or in three different industries. Search the internet for information on the companies, including annual reports. In each
1 Which goals seem most important?Choose three companies, either in the same industry or in three different industries. Search the internet for information on the companies, including annual reports. In each company look particularly at the goals expressed. Refer back to the goals in Exhibit 3.7
4 The new managing director outlined a threepoint plan. What was the rationale behind each of the points and what are the advantages and disadvantages of each?In the spring of 1995 one of Dan Carpets’ employees, Jean Pelletier, decided to start up his own business. He established JP Carpets in
3 If you were the new managing director, how would you manage Amelie Amyotte and Denis Lalonde?In the spring of 1995 one of Dan Carpets’ employees, Jean Pelletier, decided to start up his own business. He established JP Carpets in the small town of Val-des-Marnes. Neither the management nor the
2 Why did JP Carpets initially succeed, but ultimately run into difficulties?In the spring of 1995 one of Dan Carpets’ employees, Jean Pelletier, decided to start up his own business. He established JP Carpets in the small town of Val-des-Marnes. Neither the management nor the employees of Dan
1 What were the main problems at Dan Carpets that led JP to leave and establish his own firm?In the spring of 1995 one of Dan Carpets’ employees, Jean Pelletier, decided to start up his own business. He established JP Carpets in the small town of Val-des-Marnes. Neither the management nor the
4 To what extent do you think the current problems of the University Art Museum can be traced back to the foundation of the museum in 1912?Visitors to the campus were always shown the University Art Museum, of which the large and distinguished university was very proud. A photograph of the handsome
3 Everyone seemed to agree that the departed director was an abrasive character. But do you think any director could have managed the museum more successfully? If so, how?Visitors to the campus were always shown the University Art Museum, of which the large and distinguished university was very
2 If you were the Dean, how would you go about designing a process to decide the future direction of the University Art Museum?Visitors to the campus were always shown the University Art Museum, of which the large and distinguished university was very proud. A photograph of the handsome
1 What do you see as the fundamental problem facing the University Art Museum? Is it the selection of a new director, or something more fundamental?Visitors to the campus were always shown the University Art Museum, of which the large and distinguished university was very proud. A photograph of the
9 Early management theorists believed that organizations should strive to be logical and rational, with a place for everything and everything in its place. Discuss the pros and cons of this approach for today’s organizations.
8 What are some differences one might expect among stakeholder expectations for a nonprofit organization versus a for-profit business? Do you think nonprofit managers have to pay more attention to stakeholders than do business managers? Discuss.
7 Why is shared information so important in a learning organization as compared to a predictable outputs organization? Discuss how an organization’s approach to information sharing might be related to other elements of organization design, such as structure, tasks, strategy and culture.
6 What are the primary differences between an organization designed for predictable outputs and one designed for learning and change?What challenges of management are associated with these designs? Discuss.
5 What does contingency mean? What are the implications of contingency theories for managers?
4 What is the difference between formalization and specialization? Assess the usefulness of these concepts for understanding the practice of organizing.
3 Assess the pros and cons of systems thinking for guiding management practice.
2 Use an example of an organization with which you are familiar to explain how Mintzberg’s five basic parts of the organization perform the subsystem functions shown at the bottom of Exhibit 2.1. Evaluate the strengths and limitations of Mintzberg’s perspective.
1 What is the difference between an open system and a closed system? Can you give an example of a closed system? How is the stakeholder approach related to the concept of an open system?
2 Would you recommend that one or both of the organizations have different ratings on any of the scales?Why?Analyze two organizations along the dimensions shown below. Indicate where you think each organization would fall on each of the scales. Use an X to indicate the first organization and an *
1 What are the main differences between the two organizations you evaluated?Analyze two organizations along the dimensions shown below. Indicate where you think each organization would fall on each of the scales. Use an X to indicate the first organization and an * to show the second.You may choose
Q5 Convene a short workshop meeting for a maximum of one hour to discuss the following question (the human resource team may lead the discussion within the meeting):Examine the impact that effective organizational design has had on your ability to create a human-centric vision within your company.
Q4 Ask an independent observer of your organization(non-H.R.M.) to review the results of your analysis.You will benefit by understanding the characteristics of the new intrapreneurial employees, learn how to start to build the conditions for a successful creative vision and develop an insight into
Q3 Can you provide three examples of creative actions within any other functions that you consider have made a valuable contribution to business performance?You will benefit by understanding the characteristics of the new intrapreneurial employees, learn how to start to build the conditions for a
Q2 Can you provide three examples of creative actions within your human resource function that have been clearly recognized by other functions within the business as making an effective contribution to business performance?You will benefit by understanding the characteristics of the new
Q1 How does your organization define organizational development?You will benefit by understanding the characteristics of the new intrapreneurial employees, learn how to start to build the conditions for a successful creative vision and develop an insight into how organizational development can be
5. Explain ways in which the ‘digital revolution’ has changed organizations and provided managers with new challenges.
4 Illustrate and explore how we live in an organizational world.
3 Identify some key differences between organizations and consider how the challenges affect them in different ways.
2 How do the challenges facing managers and employees within organizations influence one another?
1 Any definition of organization provides a way of ‘not seeing’ as well as a way of ‘seeing’. Discuss.
Now, with the values of behavior–results and individual–group dimensions, locate your LO5 chosen organization on the graph. What is its
To what degree are group-based incentives used in the organization?Scale 1 to 5 To help you answer this question, you may consider the following:a. Do the activities in your organization require collaboration by individuals (1) or can they only be done by a group (5)?b. To what extent are teams
To what degree are results-based incentives used in your organization?Scale 1 to 5 LO5 To help you answer this question, you may consider the following:a. Are people rewarded using a fixed salary or hourly/daily wage (1), or are they rewarded based solely on the quality/quantity of their work
What is your unit of analysis that you chose in Chapter 1 and have used throughout our step-by-step process? Use this unit of analysis as the organization when answering the questions below. LO5 The questions below will help you to locate your organization on the behavior–results and
Formalization To what extent does your organization use formalized methods of coordination and control: very little (1) or to a great extent (5)? To answer this question, you may think about the following: LO5a. To what extent does the organization rely on rules, codes, or policies to manage how
Tension – pleasant/unpleasant emotionsa. What is the level of distrust in the firm, low (1) or high (5)?b. What is the level of conflict in the firm, low (1) or high (5)?c. To what extent do people perceive rewards not to be equal across employees, low (1) or high (5)?d. To what degree do people
Readiness for change – activation emotionsa. To what extent do people prefer old ways of thinking and doing things (1) versus embrace new ways of thinking and doing things (5)?b. To what extent do people tend to shift direction or adjust their work habits to meet new, unanticipated challenges,
Uncertainty avoidancea. To what extent does top management concern itself with the “big picture” (1), rather than the detail (5), in decision-making?b. Does top management tend to be aggressive (1), or cautious (5), in its decision-making?c. How risk-embracing (1), versus risk-avoiding (5), is
Preference for delegationa. To what extent does top management prefer to maintain control themselves (1), or encourage others to take on responsibility for managing work tasks (5)?b. To what extent does top management allow their direct reports to make important LO5 decisions and take actions for
For your unit of analysis, what is the top management that you are describing here? It may be a single executive or a set of people (such as an executive group or board) who oversee LO5 your unit of analysis. Use this top management level when answering questions 2 and 3 below. Note that if you are
What is the degree of variability of the task in the firm, i.e. low to high? LO5a. Does the firm treat each work task as unique (high)?b. Does it execute the task today much as it did yesterday (low), or is there a good deal of variation (high)?c. To what extent does it standardize the task (low)
You can now locate your organization on Figure 4.7. What is your firm’s configuration? LO5
Functional specialization LO5a. To what extent does your organization create sub-units based on specialties or skills of its workers? Scale 1 to 5b. Is your orientation toward specialization of functions and clear definition of jobs, i.e.high on functional specialization, or is your orientation low
Product/service/customer orientation LO5a. Is the focus of your activities on internal operations of the organization (1), or are you more focused toward products, services, and/or customers (5)?b. To what extent do you form sub-units to organize work around your customers? Scale 1 to 5c. To what
What is your unit of analysis that you chose in Chapters 1, 2, and 3? Use this unit of analysis as the organization when answering the questions below. These will help you to locate your organization on the functional orientation dimension and the product/service/customer dimension. For each item
First, assess the degree of complexity of the environment for your unit of analysis. Complexity is the number of variables in the environment and their interdependency. It refers to LO5 factors that can influence the operations and outcome of your organization. These may include the industry,
Now, with these values of exploration and exploitation, locate the organization on the graph in Figure 2.2. What is its strategy? LO5 Next, we want you to examine how your organization’s strategy fits with the goals that you chose in Chapter 1.
Exploration: LO5a. How innovative are the firm’s products relative to those of its competitors? Scale 1 to 5b. Are your customers willing to pay a high price for novelty products? Scale 1 to 5c. How frequently does the firm develop new products? Scale 1 to 5d. How difficult is it for other firms
What is the unit of analysis that you chose in Chapter 1? Use this unit of analysis as the firm when answering the questions below. LO5 The questions below will help you to locate your organization/firm on the exploration and exploitation dimensions. For each item within questions 2 and 3, use a 1
How does the organization score on effectiveness? LO5a. How close does the firm want to be to its customers; does it meet the customer needs precisely – present and anticipated? – products versus service? Scale 1 to 5b. How close does the firm want to be to social demands, including its
How does the organization score on efficiency? LO5a. Does the firm discuss the relation between the input of resources and the output of products and/or services: does the firm want to utilize its resources well? Scale 1 to 5b. Does the firm discuss (and value) the relation between the effort spent
What does the organization do? What is its major work activity? LO5
What is the unit of analysis for the step-by-step approach? LO5
3. Identify, using your answers to (1) and (2), the relative strengths and weaknesses of family and corporate ownership and control of business organizations.
2. Discuss the extent to which traditional gendered identities and relationships underpin the conflict on the Guy farm.
1. From the case suggest three further steps that Bryan Guy might have taken to strengthen and develop the family business and that would also have avoided or reduced the tension and conflict between Scott Guy and Ewen Macdonald.
3. What could the TQ Manager have done differently?
2. What does the case demonstrate about the role a senior management team should play in organizationwide change programmes?
1. What problems were caused by the different narratives on change, especially between the production managers and the TQ Manager?
6. Why would seemingly frivolous and light hearted phrases like ‘Come to Jesus’ and ‘Eat your own dog tucker’ be important in serious and expensive change projects such as the one described above? Discuss using Chapter 10’s presentation of different organization cultures and subcultures.
5. Inland Revenue’s change project is an elaborate multi-year Organization Development programme(see Chapter 11). Why was this approach particularly suited to this organization and what might be some of the challenges of using it in other types of organizations?
4. None of David Udy’s reporting managers decided against going ‘on the journey’. All (seemingly) became true believers and passed through the three ‘come to Jesus’ transition points. Drawing on your reading of power relations and political tactics in Chapter 13, why did none bail out?
3. Does moving to a ‘customer of one’ raise any ethical or moral issues?
2. What role might the phrase play in the Inland Revenue change project?
1. What is meant by David Udy’s phrase ‘Onward to the customer of one’?
Question: What job does the consultant do in this process?
Question: Is there more to the change project than a set of workshops?
4. What tactics, strategies, advice and support were needed to make the kind of change that David Udy had in mind?
3. What impact might years of Government surpluses have had on Inland Revenue’s ability to collect unpaid taxes?
2. For many the global financial crisis was a disaster.But for a change manager, was it a problem or an opportunity?
1. What caused the global financial crisis?
3. Describe the stakeholder groups of RojaAHP and discuss their influence. Which problems can you foresee coming from which groups and which solutions do you propose to RojaAHP?
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