13. Samir, the new CEO of Cloud Marketing, has been with the firm for over 25 years. He was picked by the board to turn the 85-year-old agency around because it had lost its edge in the Internet age. To infuse new life and energy into the agency, Samir wants to bring back some old ideas that previously worked at Cloud. He plans on having managers and veteran employees instruct each other about the organization's values, beliefs, and expectations; telling stories about some of the company legendary ad campaigns; coming up with a slogan that summarizes Cloud's abilities in a simple and memorable phrase; and having quarterly ceremonies where creativity and innovation are rewarded. The things that Samir wants to do are all examples of. a. MBO. b. decentralizing authority. c. embedding culture. d. TQM. e. a value stabilizing plan.

13. Samir, the new CEO of Cloud Marketing, has been with the firm for over 25 years. He was picked by the board to turn the 85-year-old agency around because it had lost its edge in the Internet age. To infuse new life and energy into the agency, Samir wants to bring back some old ideas that previously worked at Cloud. He plans on having managers and veteran employees instruct each other about the organization's values, beliefs, and expectations; telling stories about some of the company legendary ad campaigns; coming up with a slogan that summarizes Cloud's abilities in a simple and memorable phrase; and having quarterly ceremonies where creativity and innovation are rewarded. The things that Samir wants to do are all examples of. a. MBO. b. decentralizing authority. c. embedding culture. d. TQM. e. a value stabilizing plan.

Understanding Management (MindTap Course List)

10th Edition

ISBN:9781305502215

Author:Richard L. Daft, Dorothy Marcic

Publisher:Richard L. Daft, Dorothy Marcic

Chapter15: Managing Quality And Performance

Section: Chapter Questions

Problem 1GL: Create a Group Control System Step 1 Form into groups of three to five students. Each group will...

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Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Continue Westwind's zero-tolerance policy toward shoplifting. It's the right thing to do—and it Will pay Off in the end in higher profitability because the chain's reputation for being tough on crime Will reduce overall losses from theft.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra`s proposed changes, but with a higher limit than the proposed $20 amount (say, $50 or $100), but which is still less than the cost of prosecution. In addition, make sure that the policy isn't publicized. That way, you'll reduce costs even more and still benefit from your reputation for prosecuting all shoplifters.
Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. "Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra's proposed changes and show more leniency to first-time offenders. It is a more cost effective approach to the problem than the current policy, plus it stays close to your father's Original intent.
Create a Group Control System Step 1 Form into groups of three to five students. Each group will assume that another student group has been given an assignment of writing a major paper that will involve research by individual group members that will be integrated into the final paper. Each group member has to do his or her part. Step 2 Your assignment is to develop a list of rules and identify some statistics by which to control the behavior of members in that group. Brainstorm and discuss potential rules to govern member behavior and consequences for breaking those rules. Step 3. first, select the five rules that you think are most important for governing group member behavior. Consider the following situations that rules might cover: arriving late for a meeting; missing a meeting; failing to complete a work assignment; disagreements about desired quality of work; how to resolve conflicts about paper content; differences in participation, such as one person doing all the talking and someone else talking hardly at all; how to handle meetings that Start late; the use of an agenda and handling deviations from the agenda; and any other situation that your group thinks a rule should cover that your group thinks a rule should cover.
What type of management functions each of the following statements represent? Explain YOUR ANSWER The dean and the head of department of business faculty have just finished interviewing four candidates who want to work for University of Kyrenia Business Faculty. Name of the management function : Reason : b) When Andy reported to her supervisor that the furniture assemblers at their manufacturing plant were using 15 percent more nails than in the preceding month Name of the management function (: Reason: c) To motivate and lead employees to reach a 20% higher market share next year, management of a firm decided to give some monetary incentives to employees. Name of the management function : Directing Reason : D) The management of a firm wants to increase their firm’s market share by 50% within the next three years. To accomplish this goal, they determined a competitive pricing strategy. Name of the management function : Planning Reason :
You are a Senior Manager at 123-Logistics overseeing the shipping department. 123-Logistics is a healthy, mid-sized company(similar to UPS/FedEx/DHL) with $350 million in yearly profit and 93% customer satisfaction rating. Currently, your team’s objective is to minimize the amount of late deliveries to ensure customer satisfaction. One day the Finance Director approaches you and tells you that instead of minimizing late deliveries, she wants to prioritize revenue to appease shareholders. The Vice President of Marketing overhears your conversation and suggests that the delivery drivers should instead spend more amount of time on the road to advertise the company logo. This in turn will result in wider brand recognition and more customers. Lastly, the Vice President of Operations joins the conversation to recommend another business objective but is cut off before she can provide a suggestion. From your conversation, • Which business objective do you think is the most important and why? •…
a. Amrita is a successful Vice President, Finance since last 3 years of a mid size FMCGcompany, recognized as a highly motivated, committed and capable executive across theorganization. When the CEO of the company meets with an accident and is paralyzed theCompany Board chooses to elevate Amrita’s junior, Karan, Vice President, Marketing, whois just one year old in the company, as the next CEO. The organization is now largely dividedinto 2 factions, each favoring either Amrita or Karan. You are the Head of Human Resourcesthinking of addressing this issue of gender discrimination. According to you, which Fivefactors influence the attitude of an individual towards gender bias? How can this attitude bechanged/overcome?
The five-year meeting for setting a strategic plan requires management to have specific skills in all of the following areas except which of the following? Select one: a. handling information b. controlling the organization’s environment and its resources c. technical skills d. organizing and coordinating
how to respond to this in 100 words? A stability strategy is a corporate strategy that focuses on maintaining the current business operations and staying consistent with existing products, markets, and business processes (Parnell, 2017). This strategy aims to avoid major changes and risks, and instead, focuses on optimizing efficiency and profitability within the current business model (Wang et al., 2020). There are many reasons why an organization may choose to adopt a stability strategy, as this strategy is usually adopted when a company operates in a stable industry with limited growth opportunities and has achieved a dominant market position (Parnell, 2017). Oftentimes, stability strategies are employed during times of uncertainty or economic downturn, making core business and resource conservation a priority (Wang et al., 2020). Although stability strategies appear to be less dynamic and aggressive in comparison to growth or innovation-focused strategies, stability strategies can,…
Answer the following with a minimum of 6 sentences each. Questions Answer What can executives do in order to properly implement the strategic plan? What is an organizational structure? How would organizational structure help in its proper implementation of a strategic plan? Communication is said to be the reason why proper implementation of strategy becomes a problem or failure. Explain why.
Check the following stories and discuss the change of leadership in Netflix and its potential influences on the organizational culture or any of the stakeholders. References: At least two. Netflix announced Thursday that its founder Reed Hastings is stepping down as co-CEO at the company and will serve as executive chairman. Hastings will be replaced by co-CEOs Ted Sarandos and Greg Peters. “Our board has been discussing succession planning for many years (even founders need to evolve!),” Hastings wrote in a blog post on Thursday. “As part of that process, we promoted Ted to co-CEO alongside me in July 2020, and Greg to Chief Operating Officer — and in the last 2½ years I’ve increasingly delegated the management of Netflix to them.” Hastings founded Netflix (NFLX) in 1997 and changed the way countless households watched movies and shows, first with its DVD-by-mail business and later with its streaming video service. Under Hastings’ leadership, Netflix disrupted legacy movie rental…
Subject: STRATEGIC MANAGEMENT, Please answer fast honestly and using own sentences. thank you very much... 1. How important are competencies to organizations today? support and explain your answer. 2. Why is strategic enhancement described as widening the horizon?