Strategic Performance Management 2nd Edition Ralph W. Adler - Solutions

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Some people argue that there is too much government intervention, while others say there is not enough. Based on the presentation of laws in this chapter, do you think there is too little or too much government intervention? Explain your answer.
Select one of the contextual influences presented in this chapter.Identify a company that has dealt with this influence, and conduct some research on the company’s experience. Be prepared to present a summary of the company’s experience in class.
Do unions make it difficult for companies to attain competitive advantage? Explain your answer.
Should the government raise the minimum wage? Explain your answer.
Identify the contextual influence that you believe will pose the greatest challenge to companies’ competitiveness, and identify the contextual influence that will pose the least challenge to companies’ competitiveness. Explain your rationale.
What kind of challenges will Sportsman face specifically in the area of compensation?
Following Sportsman’s shift in competitive strategy, what are some considerations for the company’s human resource management practices?
Describe your reaction to the following statement: Compensation has no bearing on a company’s performance.4, Are the three main goals of compensation departments equally important, or do you believe that they differ in importance? Give your rationale.
Identify two companies—one that you believe pursues a lowest-cost strategy and another that pursues a differentiation strategy. Relying on personal knowledge, company annual reports, or articles in newspapers and business periodicals, discuss these companies’ competitive strategies.
Define compensation.
What are some of the future performance management research opportunities awaiting today’s scholars?
How does this book’s performance management model feature both constraining and enabling influences on employees? Give examples of these constraining and enabling influences for each of the three performance management levers.
How does this book’s performance management model compare to Ferreira and Otley’s (2009) and Malmi and Brown’s models?
How does this book’s model of performance management represent a strong-holistic model?
What is growth need strength? Provide examples of organizational settings where it is likely to differ. How is its presence associated with performance management design?
How do labour markets influence performance management design?
How do government policies influence performance management design?
How does national culture influence performance management design?
How does industry type influence performance management design?
What are external contingent factors? Why are they important to performance management design?
How does organizational ownership influence performance management design?
How does organizational size influence performance management design?
What are the four stages of an organizational lifecycle? Describe how each of these stages is related to performance management design.
Identify and describe four main leadership styles. Describe how each leadership style influences performance management design.
Are people born to become leaders or can they be taught to be leaders?
What defines a leader?
What are internal contingent factors? Why are they important to performance management design?
If a cultural audit identifies a mismatch between the organization’s culture and the desired culture, what are the two main ways senior managers can create organizational culture change?
Explain the need for organizational cultures to support organizational strategy and align with an organization’s structure and the systems, processes, and procedures it operates.
How can a cultural audit be used to create a better performance management system?
What is a cultural audit?
What six dimensions comprise organizational culture?
Describe how organizations use human resource management systems to attract, train, and retain employees.
How do scholars and practitioners generally perceive the value of employee incentive systems?
What types of employee incentives can an organization use?
What are hybrid performance measurement systems, and why are they used?
What are non-financial performance measurement systems, and why are they used?
What are the benefits of using EVA rather than ROI?
Why might a manager submit a budget that is biased, and how should senior management respond?
What is budgetary slack? Is it good or bad? How can senior managers influence its occurrence?
What are the limitations of using profit as a measure of performance?
What are strategic cost drivers?
What are tight control and loose control? Provide examples of each.
What are the distinguishing characteristics of a budget?
What are the main purposes of a performance measurement system?
From a contingency theory perspective, what organizational structures are commonly encouraged for each of the competitive strategies discussed in Chapter 9? Explain why
What is meant by the terms controllability and separability? How are they relevant to responsibility centre design?
What are the four main types of responsibility centres an organization can choose from?
What is a responsibility centre?
How are the three dimensions of organizational structure related to one another?
How does organizational structure influence employee behaviour? Provide some examples.
What are the three dimensions of organizational structure?
What is organizational structure?
Explain how and provide specific examples showing the influence of DBT on performance management practice and design.
Identify and explain which elements of the book’s performance management model are affected by an organization’s adoption of DBT.
DBT is often described as a journey that requires the holistic integration of business practices. Discuss and provide examples of why DBT is likened to a journey and provide examples of what business practices require holistic integration.
Is DBT more or less relevant for certain types of organizations? Explain your belief.
Describe and provide examples of some of the early manifestations of DBT.
Define each of the following terms: data, information, knowledge, digitized, digital technology, and digital business transformation (DBT).
What are the general associations between the competitive strategies of Miles and Snow, Porter, Cooper, and Kim and Mauborgne, and performance management design?
Provide an example of at least one firm for each of the following competitive strategies: cost leader, differentiator, defender, prospector, analyzer, and blue ocean.
What are order-winning criteria, and how do they relate to competitive strategy?
How do Miles and Snow, Porter, Cooper, and Kim and Mauborgne conceptualize strategy?
What are strategic business units (SBUs), and how do they relate to competitive strategy?
What are the general associations between corporate-level strategies and performance management design?
How does the GE/McKinsey Matrix link with an organization’s pursuit of an unrelateddiversified strategy?
What are the three types of corporate-level strategy? Describe and give examples of each.
What is the difference between organizational strategy and functional strategy?
Why is strategy important to organizations?
What is strategy?
Name three approaches an organization can take to minimize the likelihood that employees will behave unethically.
What are the main factors associated with employees making bad ethical decisions?
What is the 10-80-10 rule?
Beyond the committees and boards different professions may operate to investigate, judge, and discipline members’ ethical violations, and identify the main public bodies and organizations that police organizational ethical failings.
What are the main cost categories associated with organizational ethical failing? Give examples for each type of cost category
Explain how ethics is related to performance management.
What are the names of the common documents organizations and professional bodies use to convey ethical expectations and standards to their members?
In what way is ethics a fundamental part of a professional such as medicine, accounting, and law? Provide an example for each of these three types of professions.
Define ethics. How is it related to such concepts as morality and lawfulness?
How is the mission statement of a not-for-profit related to its strategy?
Why are the goals and objectives of many for-profit firms similar?
Describe the relationships between an organization’s mission statement, vision statement, strategy, and goals and objectives.
What are mission statements, vision statements, and company slogans? What are the essential characteristics of these statements and slogans?
How are organizational goals determined?
Why are stakeholders important to organizations?
What are stakeholders?
What are the implications of goal-setting theory on performance management design?
What theory or theories do you believe are best suited to the field of performance management?
Are some theories better at explaining parts of performance management? If so, which theories better explain which parts?
Why is theory essential to the practice of business disciplines like performance management?
What theories help to explain performance management practice?
Can an organization have too much performance management? Discuss why.
Performance management is meant to constrain/coerce as well as enable/empower employee behaviour. What examples can you provide of this dual performance management influence?
When comparing this book’s PM taxonomy with other scholars’ taxonomies, what are some of the similarities and differences?
What is a taxonomy and why is it important to the study of accounting in general and performance management in particular?
What theory challenged scientific management theory, and why did this occur?
What is scientific management theory?
How do strategy formulation, implementation, and control relate to performance management?
What are the differences between management accounting systems, accounting information systems, and performance management systems?
How have the roles of middle-level managers changed over time and what are the reasons for this change?

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Strategic Performance Management 2nd Edition Ralph W. Adler - Solutions

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