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Management 14th Edition, Global Edition Robbins, Stephen P, Coulter, Mary K(Contributor) - Solutions
13-16. What advice would you give companies such as Maersk on their human resource management policies?
13-15. Why don’t foreign companies simply hire local staff instead of reaching out for foreign managers?
13-14. What are the main issues expat managers generally face?
13-13. Why does human resource management represent one of the major challenges faced by foreign companies entering the Chinese market?
13-12. Should ethical and diverse recruitment be considered when profit is an organization’s primary goal?
13-11. Research and describe the steps being made in your country with regard to autistic employees or those with other challenges.
13-10. Explain how demography can not only determine the HRM process, both in recruitment and at latter stages.
13-9. How does HRM affect all managers?
13-8. What do you understand by the term family-friendly benefits? Give some examples of these benefits in action.
13-7. How do you think downsizing should be handled?
13-6. Distinguish between MBO and BARS as appraisal methods.
13-5. Describe the two main types of training. How do you think these tend to be delivered?
13-4. With organizational cost-cutting the world over, orientation for new staff has been cut short to just several days. How will this affect retention?
13-3. Organizations use many methods to assess potential new employees. Are these methods fair?
13-1. Can labor unions help prevent employees from being unfairly terminated?
13.6 Discuss contemporary issues in managing human resources
13.5 Describe strategies for retaining competent, high-performing employees.
13.4 Explain how companies provide employees with skills and knowledge.
13.3 Discuss the tasks associated with identifying and selecting competent employees.● Know how to write effective job descriptions.● Develop your skill at being a good interviewer.
13.2 Describe the external influences that affect the human resource management process.
13.1 Explain the importance of human resource management and the human resource management process.
12-19. Using Exhibit 12-9, what characteristics of effective teams would these teams need? Explain.
12-18. What role do you think a team leader needs to play in this type of setting?Explain.
12-17. As this story illustrated, sometimes it may take a long time for a team to reach its goal. As a manager, how would you motivate a team to keep on trying?
12-16. What type of team(s) do these employee teams appear to be? Explain.
12-15. What are challenges for organizations that have self-managed teams?
12-14. Why are self-managed teams effective at Gore?
12-13. Would you want to work at W.L. Gore and Associates? Why or why not?
12-12. What are the ethical implications of coworkers’becoming romantically involved? Sharing too much information?
12-11. Should employees inform their managers about such relationships? Explain your reasoning.
12-10. What do you think? Why do many work colleagues become romantically involved? Why do some coworkers choose to share personal information?
12-9. When is conflict functional and when is it dysfunctional? Explain your answers and give examples of functional and dysfunctional conflict.
12-8. What challenges do managers face in managing global teams? How should those challenges be handled?
12-7. List and describe the key benefits of global teams.
12-6. Discuss how having clear goals can make a team more effective.
12-5. Why are virtual teams not suitable for all situations?
12-4. What are “group norms”?
12-3. Discuss how group structure, group processes, and group tasks influence group performance and satisfaction.
12-2. What is an informal group and can informal groups form within an organization?
12-1. How does knowing the five stages of group development help you as the manager?
12.4 Discuss contemporary issues in managing teams.
12.3 Define teams and best practices influencing team performance.● Know how to maximize outcomes through effective negotiating.● Develop your skill at coaching team members.
12.2 Describe the major components that determine group performance and satisfaction.
12.1 Define groups and the stages of group development.
11-20. Do you think this approach could work for other types of work being done or in other types of organizations? Explain.
11-19. How do these “volunteers” fit into an organization’s structure? Take each of the six elements of organizational design and discuss how each would affect this structural approach.
11-18. If you were in Mark Studness’s position, what would you be most concerned about in this arrangement? How would you “manage” that concern?
11-17. What do you think about using “volunteers” to do work that other people get paid to do?
11-15. Do you think this arrangement would work for other types of organizations?Why or why not? What types of organizations might it also work for?11-16. What role do you think organizational structure plays in an organization’s efficiency and effectiveness? Explain.
11-14. What structural implications—good and bad—does this approach have?(Think in terms of the six organizational design elements.)
11-13. Describe and evaluate what Pfizer is doing with its PfizerWorks.
11-12. What lessons can be applied to organizational design from this story?
11-11. What do you think? What ethical concerns do you see in this situation?
11-10. The gradual move toward more flexible working practices will radically change the way organizations operate. Do you agree or disagree? Explain your answer.
11-9. Can an organization’s structure be changed quickly? Why or why not? Should it be changed quickly? Explain.
11-8. What are the main challenges facing organizational designs today?
11-7. An organization’s structure is dictated by its organizational strategy. Which structural design is best if a manufacturing company’s goal is to keep costs low as a competitive advantage?
11-5. In terms of organizational designs, what is a simple structure?
11-3. Discuss why you think an organization might be keen to increase its managers’ span of control.
11-2. Contrast mechanistic and organic organizations.
11-1. Any organizational design has traditionally had a chain of command. How does a chain of command work?
11.5 Discuss organizing for flexibility in the twenty-first century.● Develop your skill at acquiring and using power.● Know how to stay connected and “in the loop” when working remotely.
11.4 Describe traditional organizational design options.
11.3 Discuss the contingency factors that favor either the mechanistic model or the organic model of organizational design.
11.2 Contrast mechanistic and organic structures.
11.1 Describe six key elements in organizational design.
P3-9. What ethical and social responsibility issues can you see with Starbucks’ decision to sell alcohol after 4 p.m.? Think in terms of the various stakeholders and how those stakeholders might respond to this strategy?
P3-8. Is Starbucks “living” its mission? (You can find the company mission on its website at www.starbucks.com.) Discuss.
P3-7. Describe Howard Schultz as a strategic leader.
P3-6. Describe how the following Starbucks managers might use forecasting, budgeting, and scheduling(be specific): (a) a retail store manager; (b) a regional marketing manager; (c) the manager for global development; and (d) the CEO.
P3-5. What companies might be good benchmarks for Starbucks? Why? What companies might want to benchmark Starbucks? Why?
P3-4. Do you think the Starbucks brand can become too saturated—that is, extended to too many different products? Why or why not?
P3-3. What competitive advantages do you think Starbucks has? What will it have to do to maintain those advantages?
P3-2. Discuss the types of growth strategies that Starbucks has used. Be specific.
P3-1. Make a list of Starbucks’ goals. Describe what type of goal each is. Then, describe how that stated goal might affect how the following employees do their job: (a) a part-time store employee—a barista—in Omaha; (b) a quality assurance technician at the company’s roasting plant in
10-15. The decision to close some of the restaurants would have been a difficult one for Oliver to have made. How should an entrepreneur tackle such downturns?10-16. Many entrepreneurs want to grow their businesses. How can an entrepreneur, like Oliver, develop their ventures in the future?
10-14. What characteristics do you think Jamie Oliver has that have helped make his various enterprises a success?
10-13. Entrepreneurs are important because of the impact they have on the world around them. List and explain the different ways that Fifteen benefits its community.Chapter 10 Fostering Entrepreneurship 375
10-12. Is a growth mindset something you are born with? Or, can you develop a growth mindset?
10-11. Do you think someone could be an immediate success when starting a business? Or is a first failure really necessary?
10-10. Why do so many entrepreneurs experience failure?
10-7. It took four years for Airbnb to build an inventory of 600,000 rooms (World Economic Forum). It took the hotel chain, Hilton, 93 years to achieve the same goal. Outline a workable model for a sharing economy venture.
10-6. Researchers have identified a set of characteristics associated with the entrepreneurial profile. Based on your personality and traits, do you fit the profile?Would you make a successful entrepreneur? Explain, citing specific ways you match or diverge from the profile.
10-5. Do you think a person can be taught to be an entrepreneur? Why or why not?
10-4. Why do you think many entrepreneurs find it hard to step aside and let others manage their business?
10-3. Would a good manager be a good entrepreneur? Discuss.
10-2. How many options are there for a new entrepreneur to start up their business venture?
10-1. What do you think would be the hardest thing about being an entrepreneur? What do you think would be the most fun?
10.5 Explain how managers control organizations for growth, downturns, and exiting the venture.
10.4 Describe how entrepreneurs lead organizations.
10.3 Describe the six legal forms of organization and the choice of appropriate organizational structure.
10.2 Explain what entrepreneurs do in the planning process for new ventures.● Know how to think creatively about solving a common problem.● Develop your skill for writing an executive summary for effectively communicating novel ideas.
10.1 Define entrepreneurship and explain why it’s important.
9-22. Costco now has a comprehensive website and sells online. Is this a threat to Costco’s business model? Is there a downside to selling online?
9-21. Are you surprised that Costco sells cars? How does offering diverse products help the company attract new members?
9-20. Beyond lower turnover, how else does Costco benefit from treating its employees well?
9-19. How is Costco’s business model different from other retailers such as Walmart and Sam’s Club? Why do you think Costco’s strategy works?
9-18. What strategic implications does Zara’s move into online retailing have?(Hint: Think in terms of resources and capabilities.)
9-17. Do you think Zara’s success is due to external or internal factors or both? Explain.
9-16. What competitive advantage do you think Zara is pursuing? How does it exploit that competitive advantage?
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