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Management 5th Asia-Pacific Edition Danny Samson, Richard L. Daft - Solutions
1.2 Suppose you’re a manager who employs a participative control approach. You’ve concluded that corrective action is necessary to improve customer satisfaction, but first you need to convince your employees that the problem exists. What kind of evidence do you think employees will find more
1.1 Why is it important for managers to understand the process of organisational control?
1.If you were a consultant to Dell, what would you have recommended to top managers? How can the company broaden its control strategies to strengthen its position in the computer industry? Michael Dell was 19 years old when he started his computer company from his room at the University of Texas in
1.8 Identify current trends in quality and financial control, including ISO 9000 and corporate governance, and discuss their impact on organisations.
1.7 Describe the concept of total quality management(TQM) and major TQM techniques, such as quality circles, benchmarking, Six Sigma principles, quality partnering and continuous improvement.
1.6 Identify the benefits of open-book management.
1.5 Contrast the hierarchical and decentralised methods of control.
1.4 Discuss the use of financial statements, financial analysis and budgeting as management controls.
1.3 Explain the benefits of using the balanced scorecard to track the performance and control of the organisation.
1.2 Explain the four steps in the control process.
1.1 Define organisational control and explain why it is a key management function.
1.3 What unique communication benefits do blogs offer to GM executives? Whether it’s the no-nonsense directness of legendary CEO Jack Welch, or the change-the-world idealism of Apple’s Steve Jobs, effective communicators exhibit powerful mastery over their messages. Yet in the age of new media
1.2 Is the information posted at FastLane appropriate for a blog? Why or why not? Whether it’s the no-nonsense directness of legendary CEO Jack Welch, or the change-the-world idealism of Apple’s Steve Jobs, effective communicators exhibit powerful mastery over their messages. Yet in the age of
1.1 Visit FastLane online to identify the blog’s various communication channels and their channel richness. Whether it’s the no-nonsense directness of legendary CEO Jack Welch, or the change-the-world idealism of Apple’s Steve Jobs, effective communicators exhibit powerful mastery over their
1.3 What are potential disadvantages of these teams for Holden’s apparel designers? What can managers do to help avoid these downsides?
1.2 What type of team did Nikki Brush participate in when she was a freelancer? What type of team does she participate in as a full-time employee at Holden?
1.1 Is design manager Nikki Brush part of a group, or part of a team?Explain the difference.
1.3 What would you do to help turn this collection of individual regional and department heads into a top-performing team? Suppose that you are the newly appointed CIO of a medium-sized technology company.Your company recruits top graduates from schools of business and engineering. Talent,
1.2 How do you think the team evolved to this low level of cooperation and cohesiveness? Suppose that you are the newly appointed CIO of a medium-sized technology company.Your company recruits top graduates from schools of business and engineering. Talent, intellect, creativity – it’s all there
1.1 What type of team do you, the new CIO, have? What do you see as the key problem with the team? Suppose that you are the newly appointed CIO of a medium-sized technology company.Your company recruits top graduates from schools of business and engineering. Talent, intellect, creativity – it’s
1.Step 1. Divide into groups of three to four students. Think back to recent experiences working in a team, either at work or school. Write down your answers to the following questions.● What behaviours by other team members did you most appreciate?● What behaviours of other team members did
1.3 Sign the form. The judgement of other team members cannot be all wrong. The loperamide testing is not illegal and will move ahead anyway, so it would preserve team unity and company effectiveness to sign. Nancy was part of a pharmaceutical team developing a chemical substance called loperamide,
1.2 Resign. There is no reason to stay in this company and be punished for ethically correct behaviour. Testing the drug will become someone else’s responsibility. Nancy was part of a pharmaceutical team developing a chemical substance called loperamide, a liquid treatment for diarrhoea for
1.1 Refuse to sign. As a medical doctor, Nancy must stand up for what she believes is right. Nancy was part of a pharmaceutical team developing a chemical substance called loperamide, a liquid treatment for diarrhoea for people unable to take solid medicine – namely infants, children and the
1.10 If you were the leader of a newly formed team, what might you do to make sure that the team developed norms of high performance?
1.9 Discuss how the dilemmas of teamwork might be intensified in a virtual team. What dilemmas do you encounter when you have to do class assignments as part of a team? Discuss.
1.8 Some people argue that the presence of an outside threat correlates with a high degree of team cohesion. Would you agree or disagree with this assertion? Explain your answer.
1.7 Think of your favourite sport team, or observe a sport team training or playing at university. Can you identify which team members seem to play task-specialist roles and who might play socio-emotional roles?What behaviours did you observe for each type of role?
1.6 Experts say that for teams to function well, members have to get to know one another in some depth. What specifically would you do to facilitate this in a collocated team?What about in a global virtual team?
1.5 If you were the leader of a special-purpose team developing a new computer game and conflicts arose related to power and status differences among team members, what would you do? How might you use the various conflict-resolution techniques described in the chapter?
1.4 Imagine yourself as a potential member of a team responsible for designing a new package for a breakfast cereal. Do you think interpersonal skills would be equally important if the team is organised face to face versus a virtual team? Why or why not? Might different types of interpersonal
1.3 Suppose that you are the leader of a team that has just been created to develop a new registration process at your college or university. How can you use an understanding of the stages of team development to improve your team’s effectiveness?
1.2 Have you experienced any of the five contributions of teams shown in Exhibit 18.2 with a team you have participated in? Describe your experience and why you think the team was able to make that specific contribution.
1.1 One company had 40 per cent of its workers and 20 per cent of its managers resign during the first year after reorganising into teams.What might account for this dramatic turnover? How might managers ensure a smooth transition to teams?
1.What would you recommend to improve quality and productivity at NEC’s Mulgrave factory? How might the formation of teams help as part of the answer? NEC, a large Japanese-owned company, was operating a significant manufacturing facility on Springvale Road in suburban Mulgrave in Melbourne. One
1.8 Discuss how teamwork can be used to successfully implement sustainable development.
1.7 Define the outcomes of effective teams and how managers can enhance team effectiveness.
1.6 Understand the causes of conflict within and among teams and how to reduce conflict, including the importance of negotiation.
1.5 Explain the concepts of team cohesiveness and team norms and their relationship to team performance.
1.4 Explain the general stages of team development.
1.3 Identify roles within teams and the type of role you could play to help a team be effective.
1.2 Discuss new applications of teams to facilitate employee involvement.
1.1 Identify the types of teams in organisations.
1.3 Which of the three types of formal organisational communication would you expect to originate from Teresa Carleo and Steve Martucci, and why?
1.2 What influence might gender have on the communication styles of Teresa Carleo and Steve Martucci? Give examples.
1.1 Using the concept of channel richness, explain why leaders at Plant Fantasies place a high value on face-to-face communication.
1.3 What problems do you think an open-door policy creates? Do you think many employees are reluctant to use it? Why? The president of WA Manufacturing, Richard Langston, wanted to facilitate upwards communication. He believed an open-door policy was a good place to start. He announced that his own
1.2 Do you think that an open-door policy was the right way to improve upwards communications? What other techniques would you suggest? The president of WA Manufacturing, Richard Langston, wanted to facilitate upwards communication. He believed an open-door policy was a good place to start. He
1.1 What techniques increased Richard Langston’s communication effectiveness? Discuss. The president of WA Manufacturing, Richard Langston, wanted to facilitate upwards communication. He believed an open-door policy was a good place to start. He announced that his own door was open to all
1.The fastest way to become a great listener is to act like a professional listener, such as a clinical psychologist. Psychologists drop the need to interrupt or to express their own point of view in order to concentrate on the client’s point of view. The psychologist focuses intently and listens
1.3 Create a new position for him, where he could do the reports and reconciliations for several account managers, while their assistants concentrated on the public contact work. He would have little chance of future promotion, however. When Gehan Rasinghe was hired as an account assistant at
1.2 Place him with an account manager who has more time to help him develop his assertiveness and telephone skills and appreciates his knowledge of accounting. When Gehan Rasinghe was hired as an account assistant at Werner and Thompson, a business and financial management firm, he was very
1.1 Give Rasinghe his notice, with the understanding that a job that is primarily paperwork would be a better fit for him. Make the break now rather than later.When Gehan Rasinghe was hired as an account assistant at Werner and Thompson, a business and financial management firm, he was very
1.3 Lana Lowery, a regional manager for a 100-person inside sales staff, notices that the team’s best performer is struggling. Her sales are down 20 per cent from a year ago, and she frequently arrives late for work, looking upset. Lowery needs to find out why her performance is suffering. What
1.2 Describe the elements of the communication model in Exhibit 17.2. Give an example of each part of the model as it exists in the classroom during communication between teacher and students.
1.1 What are the characteristics of an open communication climate? Describe the organisational benefits of managers cultivating an open communication climate.
1.If you were John MacFarlane, how would you communicate to staff at ANZ so as to improve their staff satisfaction and engagement levels? What steps do you think he took to enhance communications and improve morale? When he was CEO of the ANZ Bank, John McFarlane spent some seven years trying to
1.8 Explain why effective communication is essential for sustainable development.
1.7 Explain strategies for managing communication during a crisis.
1.6 Recognise the manager’s role in using social media to improve organisational communication.
1.5 Appreciate the role of personal communication channels, including the grapevine, in enhancing organisational communication.
1.4 Explain the difference between formal and informal organisational communications.
1.3 Understand how communicating with candour, asking questions, listening and non-verbal communication affect communication between a manager and employee.
1.2 Describe how an open communication climate and the choice of a communication channel influence the quality of communication.
1.1 Explain why communication is essential for effective management, and describe the model of communication.
1.3 What outcomes or rewards possess high valence for managers and guides who work at Urban Escapes?
1.2 According to equity theory, how might an Urban Escapes guide react if he or she feels underpaid or unappreciated?
1.1 Which needs in Maslow’s hierarchy are most important to the employees who work for Urban Escapes, and how can managers use this information to develop a highly motivated workforce?
1.3 Have the successes of sales associates such as Katherine or Damien created a situation in which loyalty to customers is stronger than loyalty to the store? For example, if a successful associate leaves DeMarco’s, might the customer leave also? DeMarco’s Department Store manager Lauren
1.2 Do you think the complaints of lower-paid sales associates are legitimate? Why? How do you suggest Lauren respond to these complaints, such as the gripe that the system offers few opportunities for large commissions in some departments? DeMarco’s Department Store manager Lauren Brewster’s
1.1 What do you see as the advantages and disadvantages of the incentive system that DeMarco’s is using for sales associates? What impact do you think it is having on the DeMarco’s culture? Explain. DeMarco’s Department Store manager Lauren Brewster’s ‘Wow’ moment came when she observed
1.Step 1. Divide into groups of three to five students. Individually write down answers to the following four instructions.1 Think of a study or work task that you felt an obligation to complete, but that you did not want to do. Write the task
1.3 Go to the board of directors and ask for a compromise plan that splits the bonuses between the executives and the workers. When Suzanne Lebeau, human resources manager, received a call from Bert Wilkes, financial controller of Farley Glass Works, she expected to receive good news to share with
1.2 Go along with the financial controller. It isn’t fair for the executives to lose so much money. Begin to prepare the workers to not expect much this first year of the plan. When Suzanne Lebeau, human resources manager, received a call from Bert Wilkes, financial controller of Farley Glass
1.1 Ask to appear before the executive committee to argue that the year-end bonus plan for workers be honoured. Executives could defer their bonuses until the problem in the structure of the compensation plan is resolved. When Suzanne Lebeau, human resources manager, received a call from Bert
1.10 Gallup’s 2011 survey shows that highly educated workers are significantly less likely to be engaged than are those with a high school diploma or less. What might be some reasons for this lower level of engagement among more-educated employees?
1.9 How does empowerment provide the two conditions (vitality and learning) for a thriving workforce that are described in the chapter? Do you see any ways in which a manager’s empowerment efforts might contribute to demotivation among employees? Discuss.
1.8 The teachers in question 7 also reported that pay and benefits were poor, yet they continue to teach. Use Herzberg’s two-factor theory to explain this finding.
1.7 A survey of teachers found that two of the most important rewards were the belief that their work was important and a feeling of accomplishment. According to Maslow’s theory, which needs do these rewards meet?
1.6 If an experienced executive assistant discovered that he or she made the same amount of money as a newly hired cleaner, how do you think they would react? What inputs and outcomes might they evaluate to make this comparison?
1.5 Using Hackman and Oldham’s core job dimensions, compare and contrast the jobs of these two state employees: (1) Jared, who spends much of his time researching and debating energy policy to make recommendations that will eventually be presented to the state government and (2) Anise, who spends
1.4 Security screening staff at airports watch thousands of people each day pass through X Ray machines: to do their job well, they must maintain high levels of concentration on each and every item and person being scrutinised, without relaxing their standards or daydreaming for even one second.
1.3 Assume that you are a front-line manager at a call centre. Try to come up with a specific motivational idea that fits in each of the four quadrants in Exhibit 16.2: Positive extrinsic; Positive intrinsic;Negative extrinsic; Negative intrinsic.
1.2 Suppose that a small company recognises an employee of the month, who is given a parking spot next to the president’s space near the front door. What theories would explain the positive motivation associated with this policy?
1.1 Why do you think making progress ranks as the most important factor contributing to motivation according to a recent study? How can managers provide a sense of progress for employees working on long-range projects that might not show results for months or even years?
1.If you were the CEO of Sandstrom Products, how would you motivate employees like Leo Henkelman to give their all to the company? Is high motivation even possible in this kind of routine manufacturing operation? After 13 years at Sandstrom Products, a manufacturer of paints and coatings, Leo
1.8 Identify three elements of employee engagement and describe some ways that managers can create a work environment that promotes engagement.
1.7 Explain how empowerment heightens employee motivation.
1.6 Describe how managers build a thriving workforce for a high-performing organisation.
1.5 Discuss major approaches to job design and how job design influences motivation.
1.4 Describe the reinforcement perspective and social learning theory and how they can be used to motivate employees.
1.3 Identify and explain process theories of motivation.
1.2 Identify and describe content theories of motivation based on employee needs.
1.1 Define motivation and explain the difference between intrinsic and extrinsic rewards.
1.3 Where does Ganahl’s leadership fall on the Leadership Grid discussed in the chapter and illustrated in Exhibit 15.6?Explain.
1.2 In what way is Ganahl’s leadership charismatic and visionary? Give examples.
1.1 Does Camp Bow Wow CEO Heidi Ganahl possess qualities associated with contemporary leadership?
1.3 What leadership approach would you have taken in this situation? When DGL International, a manufacturer of refinery equipment, brought in John Terrill to manage its technical services division, company executives informed him of the urgent situation. Technical services, with 20 engineers, was
1.2 Based on the Hersey–Blanchard theory, described on p. 616 of this chapter, should Terrill have been less participative? Should he have initiated more task structure for the engineers? Explain. When DGL International, a manufacturer of refinery equipment, brought in John Terrill to manage its
1.1 What leadership style did John Terrill use? What do you think was his primary source of power? When DGL International, a manufacturer of refinery equipment, brought in John Terrill to manage its technical services division, company executives informed him of the urgent situation. Technical
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