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strategic management concepts and cases
Modern Management Concepts And Skills 12th Edition Samuel C. Certo , S. Trevis Certo - Solutions
1. Identify the existing problem.
5. Compare the advantages and disadvantages associated with group decision making.
4. Describe the relationship between “System 1” and “System 2”decision-making processes.
3. What is the relationship between bounded rationality and satisficing?
2. Describe the primary steps involved in the rational decisionmaking process.
1. Distinguish between programmed versus nonprogrammed decisions. Use examples to support your response.
3. Consider projected income yields for each decision alternative.
2. Weigh the probabilities of facing different product demand levels for various decision alternatives.
1. Study estimates of investment amounts necessary for building a large plant, for building a small plant, and for expanding a small plant.
To examine the effects of timely information on decision making, the authors of the study placed students into one of three categories: subjects received information about consumer demand and were allowed to purchase wodgets every round, every three rounds, or every six rounds. In other words, the
3. The normal activity of the managers themselves
2. Situations relayed to managers by their subordinates
1. Orders issued by managers’ supervisors
6. Insights into groups as decision makers
5. An understanding of probability theory and decision trees as decision-making tools
4. An appreciation for the various situations in which decisions are made
3. An ability to use the decisionmaking process
2. An understanding of each element of the decision situation
1. A fundamental understanding of the term decision
3. How do you think working conditions have changed at the New York Times? What do you imagine it was like to work there in 1851?
2. With all the changes occurring at the Times, do you think the systems approach to management is applicable in this organization?Why or why not?
1. Assume you are a manager working at the New York Times’headquarters. Based on the current changes taking place at the newspaper, which of Henri Fayol’s 14 principles of management would be most pertinent to you? Why?
3. From what you know about fast-food restaurants, how easy would it be to manage a Burger King restaurant? Why?
2. What action(s) do you think the managers will have to take to solve these problems?
1. Based on information in the introductory case, list three problems you think future Burger King managers will have to solve.
3. What do the managers say are the rewards and challenges of their jobs?
2. Describe the many roles of the managers in the video.
1. Describe the beginnings of Campus MovieFest as discussed by Vijay Makar in the video.
Assuming that you have gathered the information outlined in Activity 1, explain how the triangular management model would help you organize your thoughts for enabling Crocs to maximize success.
Do people have the right tools to perform their jobs?
What major parts of Crocs, Inc., function together to achieve goals?
Do employees get along with management?
5. Discuss the triangular management model as a tool for organizing how a manager should think about the management process.
4. What is the “systems approach” to management? How do the concepts of closed and open systems relate to this approach?
3. Discuss the primary limitation of the classical approach to management. Would this approach be more significant to managers today than managers in the more distant past?Explain.
2. How does Henri Fayol’s contribution to management differ from the contributions of Frank and Lillian Gilbreth?
1. How will you be able to use the classical approach to management in your job as a manager?
4. Finally, test the model by performing an experiment on the actual system to see whether the effects of changes predicted using the model actually occur when the changes are made
3. Use the model to deduce how the system will behave under conditions that have not been observed but could be observed if the changes were made.
2. Use these specific observations to construct a generalized framework (a model) that is consistent with the specific observations and from which consequences of changing the system can be predicted.
1. Systematically observe the system whose behavior must be explained to solve the problem.
Assuming your thoughts are accurate, what hints can this research give you about developing your comprehensive management skill?
Which punishment do you think they valued least? Why?
Which of these possible punishments do you think contractors seemed to value most in encouraging safe behavior of workers? Why?
3. If you were designing a PERT network for a Zara store opening, what type of activities would you consider part of the critical path? Explain.
2. What kinds of procedures, policies, and rules would Zara’s management be likely to establish to guide planning for the grand opening of a new store?
1. Which of the three sales forecasting methods would you recommend Zara’s planners use for projecting sales item by item? Why?
3. Do you think that Microsoft management should use forecasted sales as a component of product improvement planning? Explain.
2. Explain this statement: “The quality of Microsoft’s decision about how to improve the company’s performance is largely determined by product improvement planning.”
1. Should Microsoft’s plan to improve the company’s performance be related to its human resource planning? Explain.
3. Describe Jesse’s and Jim’s methods of control. Are a relaxed organizational culture and managerial control mutually exclusive?
2. Do the Triple Rock Brewing managers value planning? Why or why not?
1. Why do the managers of Triple Rock Brewing desire a relaxed and calm organizational culture?
5. Explain five of the primary reasons why plans fail. In your opinion, which one of these reasons is most important?Why?
4. Describe the differences between Gantt charts and PERT.In your opinion, which one is better for organizations?Explain.
3. Compare and contrast qualitative versus quantitative sales forecasting methods.
2. Describe the differences between policies, rules, and procedures.Provide examples of each.
1. Describe the four dimensions of plans.
STEP 4 Identify the critical path.
STEP 3 Design a PERT network that reflects all of the information contained in steps 1 and 2.
STEP 2 Determine how much time will be needed to complete each activity/event.
STEP 1 List all the activities/events that must be accomplished for the project and the sequence in which these activities/events should be performed.
5. Determine the likelihood of technological breakthroughs that would make existing product lines obsolete.
4. Evaluate the potential for expansion of marketing efforts in geographical areas of the United States as well as in foreign countries.
3. Evaluate sales growth potential, profitability, resources required, and risks involved in each of its market areas (commercial, industrial, institutional, governmental, and residential).
2. Determine the impact government restrictions on the use of chemical pesticides will have on the growth of chemical, biological, and electromagnetic energy pest-control markets.
1. Establish relationships between industry sales and national economic and social indicators.23
5. At what rate are employees being lost to other organizations?
4. Can present employees be further trained to fill future needed positions?
3. What steps should the organization take to recruit and select such people?
2. How many of each type are needed?
1. What types of people does the organization need to reach its objectives?
Community relations Does the community support the organization’s moving into the area?
Living conditions Are housing, schools, and so on around the site appropriate?
Unionization What is the degree of unionization in the site area?
Labor Does an adequate labor supply exist around the site?
Transportation Are airlines, railroads, highways, and so on accessible from the site?Laws What laws related to zoning, pollution, and so on will influence operations if the site is chosen?
Land/development How expensive are land and construction at the site?Others
Taxes What are tax rates on income, sales, property, and so on for the site?Investment costs
Wages What wage rates are paid by comparable organizations near the site?
Utilities What are utility rates at the site? Are utilities available in sufficient amounts?
Suppliers Are materials available near the site at reasonable cost?
Where are our customers in relation to the site?Competition What competitive situation exists at the site?Operating costs
Do you think she found a relationship between policies and procedures and corporate crime? If so, what type of association (i.e., positive or negative)would you expect between policies and procedure and corporate crime? Explain.
8. An understanding of Gantt charts and PERT
7. A definition of scheduling
6. An ability to see the advantages and disadvantages of various methods of sales forecasting
5. A definition of forecasting
4. Insights into why plans fail
3. An understanding of various types of plans
2. Insights regarding various dimensions of plans
1. A complete definition of a plan
Where would you place any newly developed products being introduced? Explain.
3. Where on the BCG Matrix would you place Unilever’s 400 remaining brands?
How might Cescau use the strengths to counteract the threats?
2. Identify one or more of Unilever’s strengths, weaknesses, opportunities, and threats.
What changes, if any, would you recommend, and why?
1. How effectively do you think Unilever’s mission statement establishes the company’s direction and important values?
From a strategic planning viewpoint, what do you recommend Samsung management do as a result of this categorization?Why?
3. Using the business portfolio matrix, categorize the new solar and wind power unit as a dog, question mark, star, or cash cow.
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