Monday, 27 May 2013

18. Should managers be ranked in their organizational unit? What would you suggest if one such unit is far superior to another unit with most of them being generally good managers, yet you still have to identify the bottom 10 per cent? Overall, how would you evaluate GE’s approach to organizational change? What are the advantages and possible problems? 1. What can you learn from this disaster that may be relevant to your organization or an organization you know? 2. What do you think was the cause, or were the causes, of the Challenger disaster? 1. What performance problems is the captain trying to correct? 2. Use the MARS model of individual behavior and performance to diagnose the possible causes of the unacceptable behavior. 3. Has the captain considered all possible solutions to the problem? If not, what else might be done? 4. Identify the stressors in John Breckenridge’s life. Which ones could he have prevented? 5. What were the results of the stress? Would you consider these to be typical to stress situations and lifestyle choices John made, or was John Breckenridge unlucky? 6. Assume you are a career coach retained by John Breckenridge to guide him through his next decisions. How would you recommend that John modify his lifestyle and behavior to reduce stress? Should he change jobs? Do you believe he is capable of reducing his stress alone? If not, where should he seek help? 7. What type of team was formed here? Was it necessary, in your opinion? 8. Use the team effectiveness model in Chapter 9 and related information in this chapter to identify the strengths and weaknesses of this team’s environment, design, and processes. 9. Assuming that these four people must continue to work as a team, recommend ways to improve the team’s effectiveness. 10. Identify the different conflict episodes that exist in this case. Who was in conflict with whom? 11. What are the sources of conflict for these conflict incidents? 12. What conflict management style(s) did Lapierre, the international team, and Gushin use to resolve these conflicts? What style(s) would have worked best in the situation? 13. Contrast Hillton’s earlier corporate culture with the emerging set of cultural values. 14. Considering the difficulty in changing organizational culture, why did Hillton’s management seem to be successful at this transformation? 15. Identify two other strategies that the city might consider to reinforce the new set of corporate values. 16. What can Joshi and her staff do to select the type of entry-level candidates they want? 17. How can Joshi ensure that those who are hired come to accept the core cultural values of the hospital? What steps would you recommend? 18. Do you think the number of units of a product to be manufactured is a random number? Explain your reasoning. 19. How does one determine the number of units of a product to be manufactured in an organisation? 20. What are the elements you would take into consideration for forecasting the production and sales requirement of the product developed by Leo Medical Center? How would you go about planning and organising the manufacturing and selling efforts of the organisation? (a) What type or types of organisation design do you feel this task force should recommend in the third and final phase of the approach to their assignment? (b) Explain how the systems and the contingency theories of organisation can each contribute to the analysis of this case. (c) Do you think Hari Mohan was correct in his suggestion of how the task force should proceed? What types of problems might develop as by-products of the recommendation you made in question 1? (d) Discuss the nature and characteristics of the problems in this case. (e) What steps should be taken by Mr Kumar to overcome these problems? (f) Is George’s view of the situation realistic? (g) How do you evaluate Vipulabh’s position? (h) How might this conflict be associated with factors in the formal organisation? (i) What should the president of Simplex Mills do now? (j) What routes of globalization has the Mayor group chosen to go global? What other routes could it have taken? (k) What impediments are coming in the Mayor group’s way becoming a major and active player in international business? (l) Why is ‘Made in India’ not liked in foreign markets? What can be done to erase the perception? 1. Why did Arvind Mills choose globalization as major route to achieve growth when domestic market was huge? 2. Hoe does lifting of Country-wise quota regime’ help Arvind Mills? 3. What lessons can other Indain business learn from the experience of Arvind Mills? 4. What lessons can other MNCs learn from the experience of McDonald’s? 5. Aware of the food habits of Indians, why did McDonald’s err in mixing beef extract in the oil used for fries? 6. How far has McDonald’s succeeded in strategizing and meeting local cultures and needs? 7. Which of the theories of International trade can help Indian services providers gain competitive edge over their competitors? 8. Pick up some Indian services providers. With the help of Michael Porter’s diamond, analyze their strengths and weaknesses as active players in BPO. 9. Compare this case with the case given at the beginning of this chapter. What similarities and dissimilarities do you notice? Your analysis should be based on the theories explained in this chapter. 10. What is technology? How does it differ from science? 11. Describe the different phases of technology management? 12. Bring out the impact of technology on: (a) Society, (b) Economy, and (c) A plant. 13. What is technology transfer? What are the directions of such transfers? 14. Bring out the stages in technology transfer. 15. Explain the issues involved in international technology transfers. 16. Where does the joint venture meet the needs of both the partners? Where does it fall short? 17. Why had ABB-PBS failed to realized its technology leadership? 18. What lessons one can draw from this incident for better management of technology transfers? 19. What are some current issues facing Peru? What is the climate for doing business in Peru today? 20. What type of political risks does this fishing company need to evaluate? Identify and describe them. 21. What types of integrative and protective and defensive techniques can the bank use? 22. Would the bank be better off negotiating the loan in New York or in Lima? Why? 23. State the strategy of Hindustan Unilever in your own words. 24. At what different levels is strategy formulated in HUL? 25. Comment on the strategic decision-making at HUL. 26. Give your opinion on whether the shift in strategic decision-making from India to Unilever’s headquarters could prove to be advantageous to HUL or not. 27. Consider the vision and mission statements of the Reserve Bank of India. Comment on the quality of both these statements. 28. Should the RBI go for a systematic and comprehensive strategic plan in place of its earlier pragmatic approach of responding to environmental events as and when they occur? Why? 29. What is the motive for internationalisation by the Kalyani Group? Discuss. 30. Which type of international strategy is Kalyani Group adopting? Explain. 31. Identify the type of organisation structure being used at Synergos and explain how it works. What are the benefits of using this type of structure? What are the pitfalls? 32. Express your opinion about whether the structure is in line with the recruitments of the strategy that Synergos is implementing. 33. Based on the information related to the information, control and reward systems available in the case, examine whether these systems are appropriate for the type of strategy being implemented. 34. Analyse the iGATE case to highlight how it could apply some of the strategic controls such as premise control, implementation control, strategic surveillance and special alert control. 35. Analyse and describe the process of setting of standards at iGATE. 36. Give your opinion on the effectiveness of the role of reward system in exercising HR performance management at iGATE and suggest what improvements are possible, given the environmental conditions in the IT/ITES industry in India at present 37. State the strategy of Hindustan Unilever in your own words. 38. At what different levels is strategy formulated in HUL? 39. Comment on the strategic decision-making at HUL. 40. Give your opinion on whether the shift in strategic decision-making from India to Unilever’s headquarters could prove to be advantageous to HUL or not. 41. Consider the vision and mission statements of the Reserve Bank of India. Comment on the quality of both these statements. Should the RBI go for a systematic and comprehensive strategic plan in place of its earlier pragmatic approach of responding to environmental events as and when they occur? Why 1. What is the motive for internationalisation by the Kalyani Group? Discuss. Which type of international strategy is Kalyani Group adopting? Explain 1. Identify the type of organisation structure being used at Synergos and explain how it works. What are the benefits of using this type of structure? What are the pitfalls? 2. Express your opinion about whether the structure is in line with the recruitments of the strategy that Synergos is implementing. 3. Based on the information related to the information, control and reward systems available in the case, examine whether these systems are appropriate for the type of strategy being implemented. 4. What performance problems is the captain trying to correct? 5. Use the MARS model of individual behavior and performance to diagnose the possible causes of the unacceptable behavior. 6. Has the captain considered all possible solutions to the problem? If not, what else might be done? 7. Identify the stressors in John Breckenridge’s life. Which ones could he have prevented? 8. What were the results of the stress? Would you consider these to be typical to stress situations and lifestyle choices John made, or was John Breckenridge unlucky?

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  1. Should managers be ranked in their organizational unit? What would you suggest if one such unit is far superior to another unit with most of them being generally good managers, yet you still have to identify the bottom 10 per cent?
Overall, how would you evaluate GE’s approach to organizational change? What are the advantages and possible problems?
1.                   What can you learn from this disaster that may be relevant to your organization or an organization you know?
2.                   What do you think was the cause, or were the causes, of the Challenger disaster?

1.                   What performance problems is the captain trying to correct?
2.                   Use the MARS model of individual behavior and performance to diagnose the possible causes of the unacceptable behavior.
3.                   Has the captain considered all possible solutions to the problem? If not, what else might be done?
  1. Identify the stressors in John Breckenridge’s life. Which ones could he have prevented?

  2. What were the results of the stress? Would you consider these to be typical to stress situations and lifestyle choices John made, or was John Breckenridge unlucky?

  3. Assume you are a career coach retained by John Breckenridge to guide him through his next decisions. How would you recommend that John modify his lifestyle and behavior to reduce stress? Should he change jobs? Do you believe he is capable of reducing his stress alone? If not, where should he seek help?
  4. What type of team was formed here? Was it necessary, in your opinion?

  5. Use the team effectiveness model in Chapter 9 and related information in this chapter to identify the strengths and weaknesses of this team’s environment, design, and processes.

  6. Assuming that these four people must continue to work as a team, recommend ways to improve the team’s effectiveness.
  7. Identify the different conflict episodes that exist in this case. Who was in conflict with whom?

  8. What are the sources of conflict for these conflict incidents?

  9. What conflict management style(s) did Lapierre, the international team, and Gushin use to resolve these conflicts? What style(s) would have worked best in the situation?
  10. Contrast Hillton’s earlier corporate culture with the emerging set of cultural values.

  11. Considering the difficulty in changing organizational culture, why did Hillton’s management seem to be successful at this transformation?

  12. Identify two other strategies that the city might consider to reinforce the new set of corporate values.
  13. What can Joshi and her staff do to select the type of entry-level candidates they want?
  14. How can Joshi ensure that those who are hired come to accept the core cultural values of the hospital? What steps would you recommend?
  15. Do you think the number of units of a product to be manufactured is a random number? Explain your reasoning.

  16. How does one determine the number of units of a product to be manufactured in an organisation?

  17. What are the elements you would take into consideration for forecasting the production and sales requirement of the product developed by Leo Medical Center?

How would you go about planning and organising the manufacturing and selling efforts of the organisation?
          (a)      What type or types of organisation design do you feel this task force should recommend in the third and final phase of the approach to their assignment?

         (b)      Explain how the systems and the contingency theories of organisation can each contribute to the analysis of this case.

          (c)      Do you think Hari Mohan was correct in his suggestion of how the task force should proceed? What types of problems might develop as by-products of the recommendation you made in question 1?
         (d)      Discuss the nature and characteristics of the problems in this case.

         (e)      What steps should be taken by Mr Kumar to overcome these problems?
           (f)      Is George’s view of the situation realistic?
          (g)      How do you evaluate Vipulabh’s position?
         (h)      How might this conflict be associated with factors in the formal organisation?
            (i)      What should the president of Simplex Mills do now?
       (j)    What routes of globalization has the Mayor group chosen to go global? What other routes could it have taken?
      (k)    What impediments are coming in the Mayor group’s way becoming a major and active player in international business?
       (l)    Why is ‘Made in India’ not liked in foreign markets? What can be done to erase the perception?
1.            Why did Arvind Mills choose globalization as major route to achieve growth when domestic market was huge?
2.            Hoe does lifting of Country-wise quota regime’ help Arvind Mills?
3.            What lessons can other Indain business learn from the experience of Arvind Mills?
4.            What lessons can other MNCs learn from the experience of McDonald’s?
5.            Aware of the food habits of Indians, why did McDonald’s err in mixing beef extract in the oil used for fries?
6.            How far has McDonald’s succeeded in strategizing and meeting local cultures and needs?
7.            Which of the theories of International trade can help Indian services providers gain competitive edge over their competitors?
8.            Pick up some Indian services providers. With the help of Michael Porter’s diamond, analyze their strengths and weaknesses as active players in BPO.
9.            Compare this case with the case given at the beginning of this chapter. What similarities and dissimilarities do you notice? Your analysis should be based on the theories explained in this chapter.
10.          What is technology? How does it differ from science?
11.          Describe the different phases of technology management?
12.          Bring out the impact of technology on: (a) Society, (b) Economy, and
(c) A plant.
13.          What is technology transfer? What are the directions of such transfers?
14.          Bring out the stages in technology transfer.
15.         Explain the issues involved in international technology transfers.
16.          Where does the joint venture meet the needs of both the partners? Where does it fall short?
17.          Why had ABB-PBS failed to realized its technology leadership?
18.          What lessons one can draw from this incident for better management of technology transfers?
19.          What are some current issues facing Peru? What is the climate for doing business in Peru today?
20.          What type of political risks does this fishing company need to evaluate? Identify and describe them.
21.          What types of integrative and protective and defensive techniques can the bank use?
22.         Would the bank be better off negotiating the loan in New York or in Lima? Why?
23.                State the strategy of Hindustan Unilever in your own words.
24.                At what different levels is strategy formulated in HUL?
25.                Comment on the strategic decision-making at HUL.
26.                Give your opinion on whether the shift in strategic decision-making from India to Unilever’s headquarters could prove to be advantageous to HUL or not.
27.                Consider the vision and mission statements of the Reserve Bank of India. Comment on the quality of both these statements.
28.                Should the RBI go for a systematic and comprehensive strategic plan in place of its earlier pragmatic approach of responding to environmental events as and when they occur? Why?
29.                What is the motive for internationalisation by the Kalyani Group? Discuss.

30.                Which type of international strategy is Kalyani Group adopting? Explain.
31.                Identify the type of organisation structure being used at Synergos and explain how it works. What are the benefits of using this type of structure? What are the pitfalls?

32.                Express your opinion about whether the structure is in line with the recruitments of the strategy that Synergos is implementing.

33.                Based on the information related to the information, control and reward systems available in the case, examine whether these systems are appropriate for the type of strategy being implemented.
34.                Analyse the iGATE case to highlight how it could apply some of the strategic controls such as premise control, implementation control, strategic surveillance and special alert control.

35.                Analyse and describe the process of setting of standards at iGATE.

36.                Give your opinion on the effectiveness of the role of reward system in exercising HR performance management at iGATE and suggest what improvements are possible, given the environmental conditions in the IT/ITES industry in India at present
37.                State the strategy of Hindustan Unilever in your own words.
38.                At what different levels is strategy formulated in HUL?
39.                Comment on the strategic decision-making at HUL.
40.                Give your opinion on whether the shift in strategic decision-making from India to Unilever’s headquarters could prove to be advantageous to HUL or not.
41.                Consider the vision and mission statements of the Reserve Bank of India. Comment on the quality of both these statements.
Should the RBI go for a systematic and comprehensive strategic plan in place of its earlier pragmatic approach of responding to environmental events as and when they occur? Why
1.                   What is the motive for internationalisation by the Kalyani Group? Discuss.
Which type of international strategy is Kalyani Group adopting? Explain
1.                   Identify the type of organisation structure being used at Synergos and explain how it works. What are the benefits of using this type of structure? What are the pitfalls?

2.                   Express your opinion about whether the structure is in line with the recruitments of the strategy that Synergos is implementing.

3.                   Based on the information related to the information, control and reward systems available in the case, examine whether these systems are appropriate for the type of strategy being implemented.
4.                   What performance problems is the captain trying to correct?
5.                   Use the MARS model of individual behavior and performance to diagnose the possible causes of the unacceptable behavior.
6.                   Has the captain considered all possible solutions to the problem? If not, what else might be done?
7.                   Identify the stressors in John Breckenridge’s life. Which ones could he have prevented?

What were the results of the stress? Would you consider these to be typical to stress situations and lifestyle choices John made, or was John Breckenridge unlucky?


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