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business
understanding management
Management An Introduction 7th Edition David Boddy - Solutions
What was the culture at Lehman Brothers like? How did this culture contribute to the company’s downfall?
What role did Lehman’s executives play in the company’s collapse? Were they being responsible and ethical? Discuss.
Could anything have been done differently at Lehman Brothers to prevent what happened? Explain.
After all the public uproar over Enron and then the passage of the Sarbanes-Oxley Act to protect shareholders, why do you think we still continue to see these types of situations? Is it unreasonable to expect that businesses can and should act ethically?
What is “Energy audit”? Explain the types of energy audit in brief.
Explain the managerial functions required in energy in the Management of energy.
Explain why managerial skills are as necessary as technical skills in the management of energy.
What are the various processes in the carrying of management of energy in an organization?
State the importance of energy policy for industries.
Illustrate the use of training and awareness in the management of energy programs.
Discuss in brief the difference between primary and detailed energy audits.
Explain the usefulness of knowing the energy costs.
Explain the usefulness of benchmarking energy consumption.
Explain the implications of part-load operation equipment of energy using examples.
Explain the term fuel substitution. Show examples.
Illustrate the parameters that can be measured by on-line power analyzer.
Name the device used for measuring CO2 from boilers stack.(a) Infrared thermometer (b) Pyrite (c) Anemometer (d) Pitot tube
Non-contact flow measurement can be carried out by(a) Orifice meter (b)Turbine flow meter (c) Ultrasonic flow meter (d) Magnetic flow meter
Illustrate the Energy Conservation Act 2001 and its features briefly.
Name any three essential provisions of the EC act, 2001, as applied for the designated consumers.
How do non-commercial organisations add value to resources?
What is the difference between management as a general human activity and management as a specialised occupation? How has this division happened, and what are some of its effects?
What examples are there in the chapter of this boundary between ‘management’ and ‘non-management’work being changed, and what were the effects?
Describe, with examples, the differences between general, functional, line, staff and project managers.
How does Mintzberg’s theory of management roles complement that which identifies the tasks of management?
What is the significance to someone starting a career in management of Luthans’ theory about roles and performance?
Give examples from your experience or observation of each of the four tasks of management.
How can thinking critically help managers do their job more effectively?
Review and revise the definition of management that you gave in Activity 1.1.
What assumptions about the role of management appear to guide the way you, or others, manage? Are these assumptions supported by the evidence – have they worked, or not? Does your observation support, or contradict, Luthans’ theory on the effect of networking?
What aspects of the historical or current context of the company appear to influence how you, and others, interpret the management role? Does it encourage networking, or not?
Can you compare and contrast your role with that of colleagues on your course? Does this suggest alternative ways of constructing your role – where you focus time and energy? This may also suggest alternative ways of networking.
What limitations can you see in the theories and evidence presented in the chapter? For example, how valid is Mintzberg’s theory (developed in large firms) for those in small businesses? Is networking always wise, or have you seen places where it would not work?
What types of planning do you do in your personal life? Describe them in terms of whether they are (a)strategic or operational, (b) short or long term, (c) specific or directional.
What are four benefits that people in organisations may gain from planning?
What are the main sources of information that managers can use in planning? What models can they use to structure this information?
In what ways can a goal be motivational? What practical things can people do in forming plans that take account of goal-setting theory?
What is meant by the term ‘hierarchy of goals’?
Explain ‘organisational readiness’, and how people can use the idea during implementation.
What are the main ways of monitoring progress on a plan, and why is this so vital a task in planning?
What did Chandler conclude about the relationship between strategy, structure and performance?
Draw the organisation chart of an organisation or department that you know. Compare it with the structures shown in Figure 10.2, writing down points of similarity and difference.
List the advantages and disadvantages of centralising organisational functions.
Several forms of coordination are described. Select two that you have seen in operation and describe how they work – and how well they work.
Explain the difference between a mechanistic and an organic form of organisation.
Explain the term ‘contingency approach’ and give an example of each of the factors that influence the choice between mechanistic and organic structures.
If contingency approaches stress the influence of external factors on organisational structures, what is the role of a manager in designing an organisation?
What is the main criticism of the contingency approaches to organisation structure?
What examples can you find of organisational activities that correspond to some of the features of a learning organisation, as identified by Pedler et al. (1997)?
What are the potential benefits of team work to people and performance?
How many stages of development do teams go through? Use this model to compare two teams.
List the main categories of behaviour that can be identified in observing a group.
Compare the meaning of the terms ‘task’ and ‘maintenance’ roles.
Evaluate Belbin’s model of team roles. Which three or four roles are of most importance in an effective team? What is your preferred role?
Give examples of the external factors that affect group performance. Compare the model with your experience as a group member.
What are the potential disadvantages of teams?
Using the company’s most current financial statements, calculate the following financial ratios:current, debt to assets, inventory turnover, total asset turnover, profit margin on sales, and return on investment. What do these ratios tell managers?
Would you describe Starbucks’ production/operations technology in its retail stores as unit, mass, or process? How about in its roasting plants? (Hint: you might need to review material in Chapter 10, as well, in order to answer this question.)
Go to the company’s Web site [www.starbucks.com]. Find the information on the company’s environmental activities from bean to cup. Select one of the steps in the chain (or your professor may assign you one). Describe and evaluate what environmental actions it’s taking. How might these affect
Management in an organization isn’t restricted to having line authority over subordinates. There is also staff authority present in many organizations.Distinguish between these two types of authority.
Can an organization’s structure be changed quickly? Why or why not? Should it be changed quickly? Explain.
Do you think it is ethical to dismiss anyone by email?
Describe and evaluate what Charles Schwab is doing.
How might the company’s culture of not buying into hype and not taking excessive risks affect its organizational structural design?
Do you think this arrangement would work for other types of organizations?Why or why not?
In a general sense, what kinds of decisions are made in baseball? Would you characterize these decisions as structured or unstructured problems? Explain.What type(s) of decision-making condition would you consider this to be?Explain.
Is it appropriate for baseball managers to use only quantitative, objective criteria in evaluating their players? What do you think? Why?
Do some research on Sabermetrics. What is it? What does it have to do with decision making?
Describe how baseball front office executives and college coaches could use each of the following to make better decisions: (a) rationality, (b) bounded rationality, (c) intuition, and (d) evidence-based management.
Can there be too much information in managing the business of baseball?Discuss.
Identify and discuss the four key internal forces of change.
With an example, explain the term organizational development.
What are the three ways to address people’s resistance to change?
Distinguish between role overload and role ambiguity with the help of examples.
What is the role of change agent, and how can they ensure that change is done ethically?
What kind of change processes did A.S. Watson Group experience since the late 1990s? What activities were conducted in order to smooth the change?
What is your reaction to the situations described in this case? What factors, both inside the companies and externally, appear to have contributed to this situation?
What appeared to be happening in the France Télécom’s workplace? What stress symptoms might have alerted managers to a problem?
What are France Télécom’s and Foxconn’s executives doing to address the situation? Do you think it’s enough? Are there other actions they might take?If so, describe those actions. If not, why not?
What workforce challenges might Starbucks face in global markets in regard to its partners?
With more than 149,000 partners worldwide, what challenges would Starbucks face in making sure its diversity values are practiced and adhered to?
What do you think of Starbucks’ goal to recycle all four billion cups sold annually by 2015? What challenges did it face in meeting that goal?
Name three ways in which theoretical models help the study of management.
What are the assumptions of the unitary, pluralist and critical perspectives?
Name at least four of Morgan’s organisational images and give an original example of each.
Draw the two axes of the competing values framework, and then place the theories outlined in this chapter in the most appropriate sector.
List Taylor’s five principles of scientific management and evaluate their use in examples of your choice.
What did Lillian Gilbreth advocate about the way managers should act towards staff?
What did Mary Parker Follett consider to be the value of groups in a community?
Compare Taylor‘s assumptions about people with those of Mayo. Evaluate the accuracy of these views by reference to an organisation of your choice.
Compare the conclusions reached by the Hawthorne experimenters in the relay-assembly test room with those in the bank wiring room.
Is an open system harder to manage than a closed system, and if so, why?
How does uncertainty affect organisations and how do non-linear perspectives help to understand this?
Summarise an idea from the chapter that adds to your understanding of the integrating themes.
List three decisions you have recently observed or taken part in. Which of them were programmed, and which non-programmed?
How does the type of decision tend to vary with a person’s level in the organisation?
Paul Nutt noted the difference between ‘idea imposition’ and ‘idea discovery’. What are the main features of ‘idea discovery’?
Explain the difference between risk and ambiguity.
What are the major differences between the rational and administrative models of decision making?
What is meant by satisficing? Can you illustrate the concept with an example from your experience? Why did those involved not try to achieve an economically superior decision?
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