Strategic Management For Hospitality And Tourism 1st Edition Fevzi Okumus Levent Altinay Prakash Chathoth - Solutions

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Describe the physical structure of the Internet.
What is the difference between EDI networks and the Internet?
What is the value of government initiatives in e-business?
How is e-business affecting your industry or one with which you are familiar?
What do you think are the most important implications of e-business?
Do you agree that a new economy is emerging or is it simply that the old economy is being transformed?
Do you agree with Al Gore’s statement at the beginning of the chapter that ‘‘We are on the verge of a revolution that is just as profound as the change in the economy that came with the industrial revolution.’’
How is Internet-based e-commerce different from traditional EDI?
List some of the key industry sectors that will be affected by e-business.
Give examples of some benefits of e-business.
Explain what is meant by the ‘‘new economy’’.
Give examples of various political initiatives for e-business around the world.
Explain what is meant by the NII and the GII.
Give some examples of different types of e-businesses.
Define e-commerce and e-business.
2. What potential variables has the consulting firm left out of its model? How would any omitted variables affect the results?
1. What are the implications of using data from a survey of other companies in which only 40 percent of the sample chose to respond? How could one determine whether there is any potential bias in the returned questionnaires?
4. What else is necessary to help ensure that a performance appraisal system will be successful? How would you determine if the system affects the firm’s performance?
3. In the past, many human resource professionals have been almost obsessed with the forms or format used in performance appraisal systems. How is the Internet application of 360-degree performance appraisal systems different from the old obsession with form or format?
5. Interview someone from the health care industry about the changes in utilization of human resources that have taken place. What are the major changes? What are their personal views about the value of these changes?How does this person view the effectiveness of the implementation of these changes?
3. Given the uncertainty of the demand for health care workers, how can health care organizations be prepared to meet their future needs for such employees? How can they help their employees prepare for their employment futures?
2. Examine the projections for the various health care occupational specialties. Are there substantial differences in the rates at which employment is expected to grow in the different occupations? How have the strategic actions by health care organizations, such as mergers, shifts to preventative
1. Most people have some familiarity with hospitals and the health care industry. (If you lack such familiarity, you may want to interview someone who works in health care.) Based on your knowledge, in which quadrant of the staffing policies matrix (Figure 2-3) do you think hospitals are located?
5. The Ingersoll-Rand case indicates that its solutions to the problems it faced were based largely on employee empowerment approaches. Explain how employee empowerment can provide a viable source of competitive advantage to be considered in strategic decision making.
3. Describe how the human resource and managerial environments of automobile manufacturing firms in the twenty-first century differ from the same environments in the 1970s. (You may need to do some reading or interview someone who can provide a historical perspective.) Try to explain these
2. How might the employee skills, management practices, and automobile manufacturing companies change in the future? How would you expect managerial trends to affect human resource practices and policies in future automobile manufacturing?
1. Consider all of the information presented in this case and you knowledge of current economic and business conditions. What human resource issues should managers in the automobile industry be prepared for in the future?
3. Interview someone who has been through a merger or acquisition. Find out how they felt as an employee.Determine how they and their coworkers were affected.Ask about the effects on productivity, loyalty, and morale.Find out what human resource practices were used and obtain their evaluations of
2. If human resources are a major source of competitive advantage and the key determinant of an organization’s ability to pursue a given strategy, why have the human resource aspects of mergers and acquisitions been ignored or handled poorly in so many instances in the past?
Discuss strategic management practices in an international context.
Provide suggestions about turning H&T organizations into learning organizations.
Provide discussions about gaining a sustainable competitive advantage.
Evaluate the dynamics of context, content, process, and outcome.
Provide a holistic perspective of strategic management practices in the H&T context.
Discuss the challenges of strategic management for H&T organizations.
Integrate the key themes explored in earlier chapters.
Why do diversity and cultural differences in international H&T organizations pose challenges in developing and implementing strategies?
Do you think being able to implement strategies well and on time can be a source of competitive advantage? Why or why not?
Can you give any examples about a company that initiated and implemented a strategy well?
Why do strategies fail?
What are the key implementation factors and how can we group them?
Why is it difficult to initiate and implement strategies?
Why do H&T organizations need to initiate new strategies?
Comment on managing change in the international context.
Discuss potential barriers and challenges in developing and implementing strategies.
Evaluate strategy formulation and implementation from a holistic perspective.
Identify and group key factors in implementing strategies.
Discuss why do we need a strategy implementation framework.
Describe a minor event or development that changed your life forever.
Think about a situation that had a clear plan to follow, but you had to revise it again and again due to personal and external issues that emerged. Discuss how you revised your strategies and moved forward.
It is often said, “There is no best way of doing things.” Give some examples of different ways to make decisions. You can also think about achieving something by following different paths.
List several key events and developments in your life that happened with no planning or anticipation on your part. Explain how you handled the situation and what you learned from it.
Think about a project or an idea that you planned and implemented well. Please (1) explain why your plan went well, (2) identify key success factors in this process, (3) explain what type of challenges you faced, and(4) tell how you overcame them.
How can international hotel groups develop and implement successful strategies?
How does national culture influence strategy formulation (decision making) and implementation in H&T organizations?
Can you think of any H&T companies that have changed the external environment and set new rules and standards? Do they always try to achieve a coherence with the external environment?
Why is it not a good idea to achieve a coherence (or fit) between the external and internal environments?
How easy is it to achieve a coherence (or fit) between the external and internal environments?
Why are the advantages of looking at strategy formation from the perspective of different schools of thought?
Which school of thought provides the most appropriate and useful propositions and suggestions to develop and implement strategies in hospitality organizations?
Evaluate main propositions of each school of thought to strategy formation.
What is strategy formation?
What is strategy formulation?
Did David ever plan to have his own hotel company?
How do you describe Rebecca’s management style?
Did Rebecca have a formal strategic plan when she first started working as a restaurant manager?
How do you describe Rebecca’s management style?
Comment on strategy formation in the international context
Evaluate assumptions of different schools of thought about strategy formation.
Discuss the evaluation of different approaches to strategy formation.
Define strategy formation: strategy formulation and implementation.
What are the challenges of forming strategic alliances in an international context?
What is a joint venture, and what are the benefits of this form of partnership for the partners?
What is a management contract, and what are the benefits of this collaboration for both the owners and the management companies?
Discuss the benefits of franchising both for franchisors and franchisees.
What are the reasons for forming strategic alliances?
What future opportunities would be foreclosed if we were to lose this particular competence?
How central is this core competence to perceived customer benefits?
How long could we preserve our competitiveness in this business if we did not control this particular core competence?
What are the implications of adopting a home country–oriented strategy? What changes would you recommend?
Do you think it is a feasible strategy to implement given the cultural distance between different country markets? Why or why not?
What are the organisation’s reasons for adopting such a strategy?
How would you describe the case study organisation’s strategy in international perspective? Please illustrate your answers by providing evidence from the case study.
Appreciate the complexities of developing corporate strategy at the international level.
Appreciate how different corporate strategies could add value to a corporation.
Understand how organisations can create and sustain the multibusiness advantage.
Evaluate and identify different approaches to corporate strategy development.
Understand corporate strategy and identify its components.
What is the industry life cycle? Describe the market conditions that prevail at various stages of the life cycle.
What is causal ambiguity? How does this help a firm to sustain its advantage?
Differentiate between resources and capabilities. How are competencies defined?
How are overall cost leadership and differentiation strategies different from cost focus and differentiation focus strategies?
What are generic strategies? How are firms able to use these strategies at the business level to create competitive advantage?
Differentiate between competitive advantage and sustainable competitive advantage.
What is the current business strategy of the hotel? Is this well defined, and is a change necessary? Explain why and do a pros and cons analysis.
How could the hotel go about changing its positioning if it is necessary?
What are the hotel’s options in terms of changing its current market positioning?
Should the Great Eastern Hotel redefine its market segments? Explain why and make assumptions. What are the pros and cons?
Assess business-level strategy in hospitality and tourism firms from an international perspective.
Describe the industry life cycle, and explain the competitive strategies that firms follow during each phase of the life cycle.

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Strategic Management For Hospitality And Tourism 1st Edition Fevzi Okumus Levent Altinay Prakash Chathoth - Solutions

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