Bryan wants to increase the salaries of his factory line employees but upper management is resistant to the idea. In order to build support for his plan, he informally talks to some friends he knows at competing companies, as well as people at industry professional organizations, learning that the average salary in the industry is quite a bit higher than at their company. He includes this fact in his next round of discussions with upper management. This example best illustrates which of the following? A. Transformational leadership used to inspire change B. Using benchmarking to argue that change is needed C. Using focus groups to assess climate for change D. Informally talking to different stakeholders to build support for change

Bryan wants to increase the salaries of his factory line employees but upper management is resistant to the idea. In order to build support for his plan, he informally talks to some friends he knows at competing companies, as well as people at industry professional organizations, learning that the average salary in the industry is quite a bit higher than at their company. He includes this fact in his next round of discussions with upper management. This example best illustrates which of the following? A. Transformational leadership used to inspire change B. Using benchmarking to argue that change is needed C. Using focus groups to assess climate for change D. Informally talking to different stakeholders to build support for change

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter10: Designing Organization Structure

Section: Chapter Questions

Problem 1ED

See similar textbooks

Similar questions

Management involves the four basic functions. These management activities are interrelated with each other. However, management functions do not usually occur in a tidy, step-by-step fashion. Therefore, among four management functions, discuss with the help of an example that which activity maintain managerial effectiveness by serving as guides for future activities and how? Moreover, do you think this activity help managers know how to allocate their time and resources? If yes, justify your answer with the help of an example.
The task I am struggling with:Mt. Kinley is a strategy consulting firm that divides itsconsultants into three classes: associates, managers, and partners. The firm has been stable in size for the last 20 years, ignoring growth opportunities in the 90s, but also not suffering from a need to downsize in the recession at the beginning of the 21st century. Specifically, there have been – and are expected to be – 200 associates, 60 managers, and 20 partners.The work environment at Mr. Kinley is rather competitive. After four years of working as an associate, a consultant goes “either up or out”; that is, becomes a manager or is dismissed from the company. Similarly, after six years a manager either becomes a partner or is dismissed. The company recruits MBA’s as associate consultants; no hires are made at the manager or partner level. A partner stays with the company for another 10 years (a total of 20 years with the company).a) How many new MBA graduates does Mt. Kinley have to hire every…
illustrate an organizational chat The chart shows a clear chain of command, with the General Manager at the top, followed by department heads for front office, food and beverage, housekeeping, and maintenance. Additionally, there are two new positions added to the chart, an Operations Manager and a Guest Relations Manager. The Operations Manager is responsible for overseeing all operational aspects of the resort, while the Guest Relations Manager is responsible for ensuring guest satisfaction and loyalty.
Lou Gerstner, former CEO of IBM, has strong views on why successful companies often fail. He goes on to comment that “enduring companies we see are not really companies that have lasted for 100 years. They’ve changes 25 times or 4 times over the 100 years.” His prescription for this for strong leaders is to inoculate their firms against complacency and continuously push their firms forward. He adds that leadership that really counts is the leadership that keeps a company changing in an incremental, continuous fashion. You are requested to think of an organization leader that you know (or read about). Critically discuss whether or not this leader was effective and was able to bring about a significant organization change. Explain reasons behind this leader success (or failure). I don't want the essay to be solved i just want further explanation on what to write and if you can answer ut i will be very pleased
recommend to EskomCEO the leadership approach that will work best for him considering the challenges he and Eskomface.
46) All of the following are examples of potential advantages of technological leadership,except for? EARLY START O THE LEARNING CURVE LOWER COSTS OF ENTRY Creating intellectual property Setting industry standards
Starting with Apple's founding in 1977, Steve Jobs saw his main task as leading the planning process to develop new and improved PCs. Although this was a good strategy, his management style was often arbitrary and overbearing. For example, Jobs often played favorites among the many project teams he created. His approach caused many conflicts and led to fierce competition, many misunderstandings, and growing distrust among members of the different teams. Jobs' abrasive management style also brought him into conflict with Apple's directors, and they became convinced Jobs's management style was the heart of the problem and asked him to resign. Question: Steve Jobs was a world-renowned founder for his innovativeness, but his leadership skills were questionable. discuss the importance of leading function. Support your answer with two fully explained reasons
Gunderson Lutheran Health System in La Crosse, Wisconsin, is a health care delivery company that includes a 325-bed hospital, several specialty medical practices, and 41 clinics. In a recent year, they saw 1.4 million outpatient visits. The network has 6,834 employees including physicians, medical staff, managers and supervisors, and senior leaders. The age of their health care managers was a concern when asked whether they had a ready supply of leaders to step in. Upper management felt that growing leaders internally made sense from the standpoint of continuity and cultural fit.The HR staff researched best practices in talent management and development. The result was the establishment of a Talent Development Review Group including the top leaders. This group became accountable for developing leaders, making necessary development happen, and overseeing the growth of high-potential (high-po) talent. The Review Group followed five steps in their process.1. They spent two years building…
Gunderson Lutheran Health System in La Crosse, Wisconsin, is a health care delivery company that includes a 325-bed hospital, several specialty medical practices, and 41 clinics. In a recent year, they saw 1.4 million outpatient visits. The network has 6,834 employees including physicians, medical staff, managers and supervisors, and senior leaders. The age of their health care managers was a concern when asked whether they had a ready supply of leaders to step in. Upper management felt that growing leaders internally made sense from the standpoint of continuity and cultural fit.The HR staff researched best practices in talent management and development. The result was the establishment of a Talent Development Review Group including the top leaders. This group became accountable for developing leaders, making necessary development happen, and overseeing the growth of high-potential (high-po) talent. The Review Group followed five steps in their process.1. They spent two years building…
Gunderson Lutheran Health System in La Crosse, Wisconsin, is a health care delivery company that includes a 325-bed hospital, several specialty medical practices, and 41 clinics. In a recent year, they saw 1.4 million outpatient visits. The network has 6,834 employees including physicians, medical staff, managers and supervisors, and senior leaders. The age of their health care managers was a concern when asked whether they had a ready supply of leaders to step in. Upper management felt that growing leaders internally made sense from the standpoint of continuity and cultural fit.The HR staff researched best practices in talent management and development. The result was the establishment of a Talent Development Review Group including the top leaders. This group became accountable for developing leaders, making necessary development happen, and overseeing the growth of high-potential (high-po) talent. The Review Group followed five steps in their process.1. They spent two years building…
CEO of B company, a food manufacturer, decided that several changes were required in order to maintain competitiveness. These included; - A change in structure in order to improve the focus on particular products and customers - Tighter control of costs - The introduction of a more entrepreneurial culture Having decide that these changes were necessary, the CEO e-mailed all heads of departments indicating that the following few months, the company would move from functional structure to a divisional structure. Existing functional heads would be interviewed for senior posts in the newly – created divisions in open competition with other applicants. The job specifications for the new divisional heads included requirements that the new heads would drive the changes, including a rapid transition to a more entrepreneurial culture and the implementation of new control mechanisms to contain costs. The CEO delegated the change program implementation into the hands of the head of human…
CEO of B company, a food manufacturer, decided that several changes were required in order to maintain competitiveness. These included; - A change in structure in order to improve the focus on particular products and customers - Tighter control of costs - The introduction of a more entrepreneurial culture Having decide that these changes were necessary, the CEO e-mailed all heads of departments indicating that the following few months, the company would move from functional structure to a divisional structure. Existing functional heads would be interviewed for senior posts in the newly – created divisions in open competition with other applicants. The job specifications for the new divisional heads included requirements that the new heads would drive the changes, including a rapid transition to a more entrepreneurial culture and the implementation of new control mechanisms to contain costs. The CEO delegated the change program implementation into the hands of the head of human…