a) Most part of a manager's job is making decisions and, in most cases,decisions are based on perceptions we have about people, things and targets.Wrong perceptions mostly will lead to wrong judgements. As part of themanagement training to qualify to lead one of the branches of theorganization, you are to identify and explain the various errors of judgementthe managers in the underlisted statement made and discuss what decisionyou would have made.Mary is making a strong case for Martha that she can execute thecontract because she completed AIT (using herself as an example toshow how she expertly executed her contract as an old student of AIT)The manager is giving special attention and respect to the new recruitsand disregarding the efforts of the existing workers.1.11.In his final advice to the new boss, the outgoing CEO admonishedhim not to involve employees in his decision making since they willplant discourse, To him, he became successful because of thatstrategy11.IV.It has emerged that most of the workers voted for the labor unionleader because of his eloquence.When sales were more than double last year, the marketing managerbragged about his marketing skills and taking all9 the credits. Thisyear, sales have reduced more than 50%% and he is blamıng theO 24°C ClouF5F6F7F8F9F10PrtScInsertDeleteF11F12TECNO5SPARK 8+ II

There are a lot of sub-parts in this question. So I answer the first 3 parts of the question: i.…

Answered: a) Most part of a manager's job is…

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter2: The Evolution Of Management Thinking

Section: Chapter Questions

Problem 1SGB

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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? •…
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STRATEGIC HUMAN RESOURCE MANAGEMENTOVERVIEW This case provides an excellent example of the linkage between organization strategy and humanresources processes. When an organization's strategy shifts, successful implementation requires thatnew employee behaviors be rewarded and some old behaviors be either ignored or sanctioned. Inaddition, it may require the development of a whole new organization culture. The implications foremployees who have adapted to and been successful in the previous culture are ominous. Resistance toproposed strategic initiatives is common under these circumstances. Most organizations fail to plan human resource changes when new strategic initiatives aredeveloped. They often fail to understand the existence of such linkages, much less to identify andimplement the appropriate human resources strategies. In the present case, Dean Blake has explicitlyrecognized and proposed human resource changes which are needed to implement his strategy for theCollege. Clearly,…

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