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ARAVIND
09901366442 – 09902787224
PRINCIPLES & PRACTICE OF
MANAGEMENT
1. a) What are the steps
involved in planning?
b) How you make planning
effective?
2. What is the difference between
a policy and a procedure?
3. Explain the advantages and
limitations of planning.
4. Explain the strategic
planning in the Indian industry. Which are the planning skills required for
better business.
5. a) Define a decision making?
b) Explain common difficulties
in decision-making.
6. a) Decision-making is a key
part of a manager’s activities. – Elaborate.
b) What are the steps involved
in rational decision-making.
7. a) Explain the individual
and group decision-making.
b) Describe advantages and disadvantages
of group decisions.
8. a) Draw models of
decision-making? b) Explain any two.
PRINCIPLES & PRACTICE OF
MANAGEMENT
Q1) “Coordination is imperative for the success
of any organization.” Explaining the need for coordination suggest the ways to
achieve effective coordination in a decentralized private sector manufacturing
organization?
Q2) Describe the interpersonal needs in terms
of expressed and wanted behavior. Cite suitable examples to support your views?
Q3) Why do managers need to acquire different
skills at various levels? What are the skills conceptualized by Katz? Explain
how they are proving useful for Indian managers at different levels?
Q4) Discuss various strategies used in
implementing organizational change in the context of a large public sector
manufacturing organization?
Q5) Identify major barriers of communication
and explain why do they arise. Explain ways to overcome these barriers with
suitable examples?
Q6) Write short notes on any four
of the following: (5 marks each )
i)
Delegation and Decentralization
ii)
Line and Staff functions
iii) Theory
X and Y
iv)
Domino Effect
v)
Organizational culture and climate
PRINCIPLES & PRACTICE OF
MANAGEMENT
1. How should Mr. Durant assess
the opportunities in various countries around the world?
2. Should Carrefour adopt
Wal-Mart's strategy of "low prices everyday"? What would be the
advantage or disadvantage of such a strategy?
3. How could Carrefour
differentiate itself from Wal-Mart?
4. Identify cultures in
selected countries that need to be considered in order to be successful?
1) The reengineering efforts of
P&G focused on the business process system. Do you think other processes, such
as the human system, or other managerial policies need to be considered in a
process redesign?
2) What do you think was the
reaction of the brand managers, who may have worked under the old system for many
years, when the category management structure was installed?
3) As a consultant, would you
have recommended a top-down or a bottom-up approach, or both, to process redesign
and organizational change?
4) What are the advantages and
disadvantages of each approach.
1) What is your assessment of
Daimler-Benz's operations in many different fields?
2) Should the various groups
operate autonomously? What kinds of activities should be centralized?
3) Daimler-Benz is best known
for its Mercedes-Benz cars. Why do you think Daimler bought AEG in the first place
and why did it venture into the Aerospace and Inter Services businesses?
4) Given the apparent mistakes
in acquiring non-automotive businesses, what should Jurgen Schrempp do now?
1) Prepare a profile of the
potential buyer of the Lexus.
2) What should Mercedes and BMW
do to counteract the Japanese threat in the United States and Europe?
3) Why has the Lexus model been
very successful in the U.S. but has not been marketed in Japan?
(Suggestion: Review the
frequency of repair records of luxury cars. Also talk to Lexus dealers or Lexus
owners).
4) Do you think Lexus will
succeed in Japan? Why or why not?
PRINCIPLES & PRACTICE OF MANAGEMENT
1. What opportunities and threats did McDonald’s face ? How did
it handle them ? What alternatives could it have chosen ?
2. Before McDonald’s entered the European market, few people believed that fast food could be
successful in Europe. Why do you think
McDonald’s has succeeded ? What
strategies did it follow ? How did these differ from its strategies
in Asia ?
3. What is McDonald’s basic philosophy ? How does it enforce
this philosophy and adapt to different
environments ?
4. Should McDonald’s expand its menu ? If you say no, then why
not ? If you say yes, what kinds
of precuts should it add ?
5. Why is McDonald’s successful in many countries around the
world ?
1. Can a
division manager develop verifiable goals, or objectives, when the president
has not assigned them to him or her? How? What king of information or help do
you believe is important for the division manager to have from headquarters?
2.
Was the division manager setting goals in the
best way? What would you have done?
1. Evaluate the formulation of the merger
between Daimler and Chrysler.
Discuss the strategic fit and the different product lines
2. Assess the international perspectives of
Eaton and Schrempp.
3. What are the difficulties in merging the
organizational cultures of the
two companies?
4. What is the probability of success of failure
of the merger? What other mergers do you foresee in the car industry?
1. The re-engineering efforts focused on the
business process system. Do you think other processes, such as the human system,
or other managerial policies need to be considered in a process redesign?
2. What do you think was the reaction of the
brand managers, who may have worked under the old system for many years, when
the category management
structure was installed?
3. As a consultant, would you have recommended a
top-down or bottom-up approach, or
both, to process redesign and organizational
change? What are the advantages and disadvantages of each approach?
1. Is the Hewlett – Packard way of managing
creating a climate in which employees are motivated to contribute to the aims
of the organization? What is unique about the HP Way
2. Would the HP managerial style work in any
organization? Why, or why not?
What are the conditions for such a style to work?
ARAVIND
09901366442 – 09902787224
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