The Agile Organization How To Build An Engaged Innovative And Resilient Business 2nd Edition Linda Holbeche - Solutions

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If the market demand curve is Q100-p. what is the market price elasticity of demand? If the supply curve of individual firms is q=p and there are 50 identical firms in the market, draw the residual demand facing any one firm. What is the residual demand elas- ticity facing one firm at the
Suppose a competitive market consists of identical firms with a constant long-run marginal cost of $10. (There are no fixed costs in the long run.) Suppose the demand curve at any price, p, is given by Q = 1,000-p.a. What are the price and quantity consumed in the long-run competitive
The government imposes a fixed fee per year on each firm that operates in a competitive market. What hap- pens to output, the optimal scale of a firm, and price if there is free entry into the market?
Will a tax of $1 per unit of output change the optimal scale of a competitive firm if all firms are identical and any firm can enter the market?
Suppose there are a wide range of plant sizes in an in- dustry. What do you conclude about the shape of the average cost curve if the plants are in the same area? Assume plants in the same area face similar costs. How does your answer change if the plants are located in dif- ferent countries?
Why can the measure of economies of scope not ex- ceed one as long as marginal costs are always positive?
If there are economies of scope and if the price for each supply of custom-made paper. product equals marginal cost, is it possible for a firm to cover all its costs? If the firm's average cost of produc- tion declines the more it produces, can a price equal to marginal cost ever cover all its
In the very short run, practically all costs are fixed. Does that mean that marginal cost is zero?c. A postcard manufacturer wants a readily available
(Difficult) The managers of Firm A recommend that Firm A purchase Firm B because the purchase will di- versify the business of Firm A. Diversification of risks is a desirable strategy for individual shareholders, but if shareholders can diversify their risks by holding stock in Firm B, is there any
For each situation below, discuss how two separate firms could carry out the activities. Identify those areas in which transaction costs are highest and you would expect to see only one firm.a. Oil pipelines, once built, cannot be moved. A pipeline ends at an electric power facility, which buys
Firms can raise money by issuing debt: pieces of paper that are IOUS. Why didn't firms issue debt in the 1920s and remain as either single proprietorships or partner- ships?
Are large firms more likely to have monitoring prob- lems? If so, why do large firms exist?
What are the key environmental factors that are likely to affect your organization in the medium and long term?
What are the key opportunities and risks you foresee?
What mechanisms does your organization have to identify and analyse emerging trends?
How effectively are these trends acted upon and the necessary changes made?
To what extent do you look out for emergent relevant changes in the environment, using alliances, partnerships and joint ventures?
What do you see as the role and purpose of your organization?
Who are its key stakeholders?
What is the basis of your company’s reputation? Where is this at risk?
Are you changing as fast as the world around you?
Is your culture enabling you to be agile or impeding you?
To what extent do your structures and routines support agility?
Being agile requires the people, processes, strategy and technology of an enterprise to be inextricably linked so that there is a continual, dynamic response to change. Where are the weakest links in your organization’s response to change?
How effective is decision making at the top?
How can you and your organization become more forward thinking?
What has been the effect of the last major change in your organization?What did you learn from this change? How are these lessons being applied?
What are the key factors that help your managers to learn? Are these factors primarily internal or external?
Find new sources of income/funding?
Attract new customers?
Develop innovative products?
Retain current customers?
Enable bespoke responses?
Avoid risks and enhance safety?
Ensure compliance?
Boost performance?
Speed up responses?
Cut support costs?
Collaborate effectively across boundaries?
Increase flexibility for the business?
Increase flexibility for people?
Attract the people you need?
Increase understanding and engagement?
Make it easy for people to do difficult jobs?
Support mobile activities, relocation and outsourcing?
Reduce stress?Are these the right areas to focus on? What might need to shift? How can this be achieved?
Do people have clear parameters for experimentation? Do they know where innovation is needed?
How much are employees involved in decision making? How much are their ideas invited, heard and responded to?
How much are people expected to use their initiative to find customercentred solutions?
How much are good ideas/good practice disseminated?
How well does your organization manage for diversity?
How does the current structure impede or facilitate work effectiveness/strategy accomplishment?
To what extent do people’s roles provide ‘line of sight’ to mission, purpose and strategy?
To what extent does the current structure facilitate or impede flexible management of work processes/capabilities, functions, products, programmes, customers, geographies or partners?
How much commitment is there to alliance working at the highest level?
Where do your established HR practices facilitate or impede collaboration and integration?
Are team members educated at the outset regarding possible cultural differences and barriers in communication?
What are the processes for surfacing and handling conflict?
How well are differences of approach managed?
How effective is communication between parties?
How much help do people receive in learning new skills and approaches?
What is being learned from partnership working? How is this applied?
How does the current structure facilitate or impede work effectiveness/strategy accomplishment?
What design features are required to support the business logic?
What is the core structure? What goes in the centre?
What are the units at the next level down?
Are there the right kinds of connections across units and/or with customers/suppliers/partners to be able to effectively and efficiently make decisions, integrate work and resolve issues?
Are the various parts of the organization well linked through the information technology system?
Does the right information get where it needs to be for effective performance? Does information get shared across the organization?Where does this break down?
Which major work processes/capabilities currently work well (or are integrated) and which need to be improved? Where does coordination/integration break down?
What kinds of lateral roles/structures can be established to achieve integration/synchronization across your core units?
What capabilities need to be built laterally into the organization?
What cross-business teams and governance are needed?
What should be leveraged?
Where should entrepreneurial behaviour be encouraged?
Is there a good process for developing people in new roles?
Does the performance assessment process focus on the key individual and collective performances required?
Does the reward system motivate and reward required individual, team and business unit performance?
Is the reward system flexible enough for diversity of business units/work, yet also foster the required inter-group collaboration?
Is the firm developing the right leadership capability at all levels, as well as the lateral leadership capabilities required?
What are the implications of automation and artificial intelligence for roles and skills?
Have the competencies that are required for your industry changed –and have the human resource practices of your firm kept pace?
Is there a good process for developing needed competencies and making sure people can have meaningful and developmental job experiences and career paths?
How effectively do line managers hold career conversations?
Who ‘owns’ talent management in your organization?
Is your firm developing the needed leadership capability at all levels and the lateral leadership capabilities required for success in a complex world?
When opportunities are identified how are participants selected?
In the last year, what feeder groups were available for each identified promotion?
Of the promotions that occurred in the last year, were the selections reflective of the pool of eligible candidates?
How empowered are people?
Are managers trained to delegate, coach and provide feedback?
Are organizational/customer/employee needs in balance?
How constructively is conflict dealt with?
How clear are standards? And are employees involved in raising the bar?
Are roles appropriately designed to provide stretch, yet be doable?
How much are people provided with the skills, time and resource to do the job for which they are responsible?
How much do systems help or hinder people in doing their jobs? How simple can procedures become while maintaining safeguards?
How clear is everyone’s line of sight to the customer?
Do managers keep fingers on the pulse, create shared sense of direction, clearly communicate expectations?
How well do managers recognize and reward individuals and teams?

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The Agile Organization How To Build An Engaged Innovative And Resilient Business 2nd Edition Linda Holbeche - Solutions

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