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business
understanding management
Management 13th Global Edition Stephen P. Robbins, Mary A. Coulter - Solutions
List and explain three common biases in making decisions.
The Vroom–Yetton model describes five styles. How should the manager decide which style to use?
Recall four symptoms of groupthink, and give an example to illustrate each of them.
Summarise an idea from the chapter that adds to your understanding of the integrating themes.
Why do managers develop strategies for their organisation?
How does the planning view of strategy differ from the learning and political views respectively?
Describe what recent research shows about how managers develop strategy.
Draw Sull’s strategy loop, and explain each of the elements.
Discuss with a manager from an organisation how his or her organisation developed its present strategy.Compare this practice with the ideas in the chapter. What conclusions do you draw?
What are the main steps to take in analysing the organisation’s environment? Why is it necessary to do this?
Describe each stage in value chain analysis and illustrate them with an example. Why is the model useful to management?
The chapter described three generic strategies that organisations can follow. Give examples of three companies each following one of these strategies.
Give examples of company strategies corresponding to each box in the product/market matrix.
What are the main ways to deliver strategy?
Why do charities and local authorities need to devote resources to marketing?
Explain why understanding what customers want is a valuable investment.
Outline sources of marketing information and illustrate each with an example.
In what way is an organisation’s micro-environment different from its macro-environment? How do these environments affect marketing activities?
What are the main stages in conducting a market research project?
What are the advantages of market segmentation and what variables do marketers typically use to segment consumer markets?
Illustrate each element in the marketing mix with an original example.
Use a product of your choice to illustrate all or part of the product life cycle.
What are the two broad approaches to customer relationship management?
Does the marketing orientation have advantages over product, production or sales philosophies?
What are the possible benefits of an organisation adopting a deliberate HRM strategy?
What do the terms internal and external fit mean in an HRM context?
Summarise the criticism of HRM that it is based on a unitary perspective.
What evidence did the chapter include about the effects of HRM on performance?
How can the concept of organisational analysis support the recruitment process?
What are the main criticisms of personality testing?
What are the advantages and disadvantages of performance-related pay?
What lessons can you draw from the way BMW has used the payment system to support other aspects of the HRM policy? More generally, summarise the lessons you would draw from the BMW case.
Name the four forms of innovation, and briefly describe one of them.
What is the significance of the term ‘open innovation’, as used in the chapter?
Outline three organisational influences on innovation, with an example of each.
Outline the life cycle perspective on change and explain when it is most likely to be useful.
How does it differ from the ‘emergent’ perspective?
What are the distinctive characteristics of a participative approach, and when is it likely to be least successful?
What skills are used by those employing a political model?
Why is the ability to influence others so central to the management role?
What evidence is there that traits theories continue to influence management practice?
What are the strengths and weaknesses of the behavioural approaches to leadership?
What is meant by the phrase a ‘9,9 manager’?
Discuss with someone how he or she tries to influence people (or reflect on your own practice). Compare this experience with one of the contingency approaches.
Evaluate that theory in the light of the evidence acquired in review question 5 and other considerations.
Explain in your own words the main sources of power available to managers. Give examples of personal and institutional forms of each.
List the lines of power that Kanter identifies and give an example of each.
What does the network perspective imply for someone wishing to be a successful influencer?
Outline the basic assumptions of McGregor’s Theory X and Theory Y.
Describe the psychological contract. What are you expecting (a) from an employer in your career and(b) from an employer who provides you with part-time work while you are studying?
Which three things are pinpointed when using behaviour modification?
How does Maslow’s theory of human needs relate to the ideas of Frederick Taylor?
How does Alderfer’s theory differ from Maslow’s? What research lay behind the two theories?
What was your score on the McClelland test? How did that compare with others’ scores?
Explain the difference between Herzberg’s hygiene and motivating factors.
Explain the difference between E–P and P–O in expectancy theory.
What are the five job design elements that may affect a person’s satisfaction with their work?
Give an example of an implementing concept associated with each element.
Explain why communication is central to managing.
Draw a diagram of the communication process, showing each of the stages and elements. Then illustrate it with a communication episode you have experienced.
How does feedback help or hinder communication?
What is non-verbal communication, and why is it important to effective communication?
What do you understand by the term ‘information richness’, and how does it affect the choice of communication method?
What is team briefing?
Name three practices that can improve interpersonal communication skill.
Outline Argenti’s model of strategic communications.
Give examples of the way in which the structure of an organisation can affect communication.
Show how ideas from the chapter add to your understanding of the integrating themes.
Review some consumer goods, such as mobile phones, cars and kitchen appliances. Identify the service elements attached to the purchase of these products.
Discuss why variation in the inputs to the transformation process is a bad thing. Which of the five inputs is likely to be subject to most variation and which to least?
Why is control over quality at source so important?
How does service quality differ from manufacturing quality?
Why is delivery reliability more important than delivery speed?
Describe and discuss the importance of the demand/supply balance.
Discuss why it is impossible to have a single production system that is equally efficient at all volumes of throughput.
Describe the differences between product, process and cell layouts.
Discuss the concepts of order winners and order qualifiers.
Explain why control is important.
Is planning part of the control process?
Describe the four steps in the control process.
Explain how the balanced scorecard was an improvement on earlier performance measurement systems.
Give an original example of a measure in each quadrant of the balanced scorecard.
Explain how input, process and output measures differ.
Explain why the competing values framework can help in designing a control and performance management system.
What are the implications for those designing a control system of Lawler’s work on control?
Why do companies have to make a profit? Check the website for Marks & Spencer plc (www.marksand spencer.com). What do the directors have to say about profit and recent performance?
How is profit measured?
Explain why profit is different from cash. Look up any company report to see if you can explain the main difference between profit and cash for the company.
What does a balance sheet tell us about an organisation? What can you discover about the activities of BASF (www.basf.com) from its balance sheet?
Can you explain how the external pressures on a company to generate a profit are translated into internal planning systems? Explain how this occurs in M&S. What is the purpose of a budget?
How does a budget operate as a control mechanism?
Explain why the financial information prepared for external purposes is not necessarily appropriate for managers.
Explain lateral communication in practice.
What do you think of this? Do you agree that e-mail can be unproductive in the workplace?
What implications can you see for managers and communication from this story?
What ethical issues might arise for both employees and for managers?
How could managers approach these circumstances ethically?
What is your impression of this employee-friendly culture? Would this work in other organizations? Why or why not? What would it take to make it work?
How might an understanding of organizational behavior help CEO Jim Goodnight lead his company? Be specific. How about first-line company supervisors? Again, be specific.
What do you think has contributed to SAS’s low turnover? Why is low turnover good for a company?
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