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
strategic customer management
Strategic Corporate Management For Engineering 1st Edition Meredith James E Chinowsky Paul - Solutions
Placed in the position of senior ICF manager, how would you address stockholders at an annual meeting if the pursuit of strategic opportunities results in a noticeable drop in profits or revenues?
Placed in Stan Lindsey’s position, if Bartlett approached you with his idea, what would be your response and why?
Placed in Bartlett’s position, what approach would you take in this situation?
Has Bartlett overlooked any of his options to pursue strategic objectives while retaining his emphasis on revenue expectations?
If an organization conducts an economic forecast and determines that its current market segment may be susceptible to an economic downturn in the near future, to what degree should the organization change its current market emphasis?
Partnerships are touted as the AEC project arrangement of the future. Financial analysis of potential partners is emphasized in this chapter as a hedge against poor partnership decisions.How does an organization leader inform a potential partner that the organization wants to conduct a financial
Selecting financially sound organizations is presented as a basis for long-term strategic success. What other factors beyond financial resources should be considered when selecting customers?
Economic forecasting is one tool used by manufacturing industries such as aerospace and automotive to predict future orders. In contrast, civil engineering organization leaders often dispute the value of forecasting due to the industry’s reliance on current market requirements.What current or
Given the balance sheet illustrated for Superior Engineering in this chapter, would Superior Engineering make a good investment decision for investors? Why are most civil engineering firms private rather than public organizations?
With a strong emphasis on project finances as a basis for civil engineering organizations, the move to an emphasis on organization and economic concerns as a basis for strategic management may be difficult to accomplish in some organizations. What are the primary barriers to accomplishing this
Given the opportunity to present this proposal to senior Kiewit managers, what would be your justification for the organization investing in the proposal?
Looking at the current training program, would you incorporate additional levels of training into the program for areas such as senior management responsibilities? If so, how does this complicate the existing proposal?
Placed in Steve Carlyle’s position, how would you use your position to enhance, encourage, or dissuade Bob Berry’s efforts?
Placed in Bob Berry’s position, how would you proceed with the training proposal?
Two perspectives are presented in this chapter to justify education costs. In the minimization of knowledge gaps perspective, the relationship and contact with customers is emphasized as a driver for developing an education plan. The danger of an organization member at this level lacking knowledge
One education difficulty in civil engineering organizations is the dissemination of knowledge to employees who spend considerable time in the €ield. What type of dissemination program could be developed to overcome this difficulty?
The move to corporate universities has received significant attention from management writers. However, much of the attention in this area has been on efforts of large organizations such as Motorola. What can smaller civil engineering organizations learn from these larger organizations that can be
Formal and informal education providers are in a constant state of competition in the professional education market. Each of these options has advantages and disadvantages for the civil engineering organization. Is there a single issue, or group of issues, that should guide an organization in
Justifying education costs is a central issue for many civil engineering firms. As a result of this concern, many organizations elect to follow an education path that ensures competency in discipline fields. Given that additional management knowledge is required in today’s professional
Placed in Sandy Arnold’s position, how do you respond to new employees who have become accustomed to working with the Web as a central part of their job at either other organizations or at a university?
Placed in Donald Curry’s position, how do you avoid allowing the emphasis on technology to turn into a technology trap?
Placed in the position of an employee looking for a new employment opportunity, which of the two organizations would you prefer?
Placed in the position of starting a new firm, which of the previous two approaches would you adopt for your organization and why?
The control of information has traditionally been a divisive issue within the AEC industry. Who controls information such as design concepts, calculations, schedules, and budgets is a constant subject of contracts, arbitration, and court cases. How does the introduction of new computing
One component of technology integration is the analysis of work process requirements.Given that the definition of civil engineering work processes is changing with each introduction of a technology advancement, what timeline into the future should a civil engineering organization adopt to determine
The evolution of the personal computer has repeatedly demonstrated that organizations cannot cost effectively chase the technology curve. Given this as a premise, how can a civil engineering organization develop a technology plan that balances technology competence with fiscal responsibility?
The catalysts for technology integration include both internal and external catalysts. Each of these catalysts is driving civil engineering organizations to redefine the role of technology in the organization. How is this new role going to impact the hiring patterns within civil engineering
The knowledge worker concept emphasizes information manipulation as the focus in the new world economy. How does global information access influence local projects during design and construction?
The evolution of the knowledge worker has been developing steadily over a number of generations. These knowledge workers are becoming pervasive in many industries. Does the knowledge worker concept conflict with traditional civil engineering career paths?
Is it possible for Heery to avoid the corporate friction associated with business expansion?
Placed in the role of the Heery President, would you continue to advocate the development of a second core competency, and how would you justify your decision?
Placed in the role of a senior CM manager, how aggressively would you pursue the development of your business unit when faced with the knowledge that corporate friction will accompany this growth?
Placed in the role of a senior AE manager, how would you address the issue of a changing corporate image to the AE staff who came to Heery based on its reputation as a leading design firm?
What should organization leaders do if they find that individuals currently in the organization do not have core competencies that match the overall core competencies identified for the organization?
The core competency map methodology is introduced as an opportunity to identify individual and organization competencies. How can this same methodology be used as a tool to evaluate market opportunities? Competitive positions? Employee development?
Can a focus on core competencies restrict the development of innovative market sector initiatives for organization expansion?
Does the concept of core competencies conflict with the civil engineering organization emphasis on projects as a central management focus?
Hewlett-Packard is an excellent example of building on core competencies. Starting from a core technology and slowly expanding into areas such as calculators and computers, HP continues to demonstrate market awareness while remaining focused on its strengths. How does the fact that HP is in the
Chapter 4 introduces a hypothetical organization, MRB, and its potential expansion opportunities. What are other examples of actual civil engineering organizations and their expansion opportunities?
A central question in building upon core competencies within an organization is, “Are current objectives focusing on what the organization does best?’ How does an organization ensure that objectives correlate with core competencies?
Placed in Charles Mayfield’s position as a division manager, how do you reconcile the stated goal of developing common objectives with the knowledge that Jerry Taylor prefers individual achievement?
Placed in Jerry Taylor’s position as Metric executive, what is his role in translating the vision and mission statement into twenty-first century objectives?
Given the strong indicators by the team regarding the influence of Jerry Taylor in the direction of Metric, how should Mark Foster relate the team’s concerns to Jerry Taylor?
Given the reluctance of the vision and mission team, how should Mark Foster proceed in transforming the statements into a unified set of organization objectives?
What are the required leadership characteristics of today’s civil engineering organization leader?
Leadership is a popular topic in the management and civil engineering literature. Books focusing on leaders such as Bill Gates and Jack Welch are commonplace. However, books and articles on civil engineering leaders are few. Why? Is this a reflection of the leadership qualifications of civil
Goals are an acknowledged part of any successful organization. However, in a clientdriven industry such as civil engineering, how can an organization set goals that they intend to pursue independently of client influences?
Mission statements are often seen in civil engineering offices on a wall or on cards on members’ desks. However, individual members are often unaware of the specifics of the mission statement in these same offices. Is it important for organization members to know the organization mission
One argument that is prevalent in the civil engineering industry is that setting a long-term goal is almost impossible due to the cyclical nature of the industry. What are the ramifications of this statement on organization members?
Many organizations choose to develop mission statements without developing vision statements. Why would an organization choose to follow such a plan of action?
What is the greatest barrier that prevents civil engineering organizations from implementing a full strategic management focus in all seven areas? Is it possible to develop strategies and strategic plans without a strategic management environment?
Seven areas of strategic management are presented for civil engineering organizations.Which of these areas currently receive greater or less attention by civil engineering organizations?
The strategic management knowledge pyramid identifies four areas of knowledge that are critical for civil engineering executives. How does the need for this knowledge impact existing graduate and continuing education programs?
The management knowledge gap concept states that project knowledge differs from strategic knowledge. However, some individuals disagree with this assertion, stating that strategic knowledge is a direct extension of project knowledge. What are the differences between an executive’s
Historical records indicate that most civil engineering executives stayed with a single organization for at least 20 years. Does this trend continue today, and what are the factors reinforcing or threatening this tradition?
Given the economic trends of the past 30 years, for what type of economic conditions should civil engineering organizations plan as part of their strategic management process (e.g., length of positive or negative trends, severity of cycles, susceptible industry sectors, etc.)?
Organizations grow and sustain through the identification of new markets. Given the increased competition in the civil engineering marketplace, where are the potential new markets for civil engineering organizations, and what are the challenges associated with these market opportunities?
How may the career path of knowledge workers differ from traditional members of a civil engineering organization?
The virtual organization represents one of the greatest emerging strategic changes for civil engineering organizations. What are the unique challenges that must be addressed in a virtual organization as opposed to a traditional office situation?
Globalization is redefining every industry around the world. How should civil engineering organizations prepare to enter the global marketplace and what are the unique challenges for a global organization?
The portfolio analysis technique developed after WWII introduced new terms in the business vocabulary. In today’s civil engineering market, where are the opportunities for cash cows, shooting stars, and startups?
Industrialization introduced management as an independent profession to address the broad concerns of manufacturing operations such as those by Ford and Rockefeller. Do civil engineering organizations require such management experts, or is the business limited to the point where civil engineering
The eighteenth-century craft society placed emphasis on knowing many parts of a craft business. In today’s civil engineering profession, specialization of knowledge is highly regarded. To expand to a strategic business perspective, does specialization of knowledge need to be reduced, and if so,
Early military strategists such as Alexander the Great and William of Normandy focused significant attention on knowing their enemies. For these leaders, their enemies were easily defined for military purposes. In today’s civil engineering business domain, how does an organization define enemies,
Showing 100 - 200
of 164
1
2
Step by Step Answers
Get 50% OFF
Claim Now
