Discuss how John’s company can sustain a competitive advantage through information technology.
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John works as a financial clerk for ABC Traders. He had been in this position for almost five years.
He had started feeling unhappy and demotivated at work as he believed it is time for a promotion
and salary increase. He was ready for a change in his career and wanted to play a bigger role in
achieving the organisation’s objectives. He had more regular meetings with hissupervisor, attended
a variety of managerial courses and within a year he was promoted to assistant manager. John is
happy and plans to study further in the hopes of heading the finance department one day. He has
already identified a few issues in his company that requires attention. For example, the information
technology (e.g., software) that is used in his department is expensive and cheaper alternatives are
available that can add more value to the company at a lower cost.
3.2) Discuss how John’s company can sustain a competitive advantage through information technology.
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- John works as a financial clerk for ABC Traders. He had been in this position for almost five years.He had started feeling unhappy and demotivated at work as he believed it is time for a promotionand salary increase. He was ready for a change in his career and wanted to play a bigger role inachieving the organisation’s objectives. He had more regular meetings with hissupervisor, attendeda variety of managerial courses and within a year he was promoted to assistant manager. John ishappy and plans to study further in the hopes of heading the finance department one day. He hasalready identified a few issues in his company that requires attention. For example, the informationtechnology (e.g., software) that is used in his department is expensive and cheaper alternatives areavailable that can add more value to the company at a lower cost. Q.3.1)Explain the motivation process and how the steps in the motivation process apply to John.John worked as a financial clerk for ABC Traders. He had been in this position for almost five years.He started feeling unhappy and demotivated at work as he believed it was time for a promotionand salary increase. He was ready for a change in his career and wanted to play a bigger role inachieving the organisation’s objectives. He had more regular meetings with his supervisor, attendeda variety of managerial courses and within a year he was promoted to assistant manager. John ishappy and plans to study further in the hopes of heading the finance department one day in aleadership capacity.Q.3.3 Explain the steps of the motivation process and how it applied to JohnJohn worked as a financial clerk for ABC Traders. He had been in this position for almost five years.He started feeling unhappy and demotivated at work as he believed it was time for a promotionand salary increase. He was ready for a change in his career and wanted to play a bigger role inachieving the organisation’s objectives. He had more regular meetings with his supervisor, attendeda variety of managerial courses and within a year he was promoted to assistant manager. John ishappy and plans to study further in the hopes of heading the finance department one day in aleadership capacity. Q.3.2 In your words, explain how Johns new role in a management position is likely to differfrom a leadership role. Use examples to support your discussion.
- By reference to the data in part A:1. Return on investment (ROI), residual income (RI), and economic-value added (EVA)are performance measures for subunit managers. Discuss the relative merit of these performance measures?2. There may be a difference between the performance of a manager and theperformance of the organization subunit for which the manager is responsible. Why is it important to make this distinction?3. Do you agree with the general manager’s assertion that managers should be rewarded only on the basis of their performance measures with no fixed salaries? Explain1. What three (3) personal values should a manager possess to improve the organization's success in achieving/fulfilling its primary purpose? 2. Assumptions are used by management methods such as the Logical Framework Approach (LFA), Cost-Benefit Analysis, and Cost-Effectiveness Analysis to provide inputs for managerial decisions and actions. What is the logic of employing an assumption in coming up with or creating inputs for management decisions and actions, given that it is not guaranteed to hold? Is there any way to avoid making assumptions?Describe how Sue Ryan used resources to help her accomplish the the four management functions in her role at Camp Bow Wow: (A) planning, B) organizing (C) leading
- Choose the correct answer: 1. Which of the following processes is antithetical to the opposite of the strategic planning process? a. Rational decision-making b. Satisficing c. Entrepreneurship d. All of the above 2. Which management theory/perspective is MOST consistent with the use of a clan culture, normative control, and concertive control as control systems? A. Scienulic Management b. Human Relations c. Quantitative Management d. Weber s BureaucracyT F As managers carry out their functions, the firststep is to control, the second to organize, andthe third to plan1) Which of the following is NOT one of the components of building a capable organization? a. Staffing the organization b. Building core competencies c. Developing core strategies d. Matching the organization structure to strategy Select one: a. a b. b c. c d. d 2) In performing the strategic evaluation activities, strategic leaders and managers must take into consideration certain key characteristics to determine an effective strategy evaluation system (David, 2007). Which of the following is NOT one of the key characteristics? a. Accuracy in relation to adequate feedback. b. Evolution to re-start. c. Timely feedback for decision making. d. Meaningful to understand that strategy has a short-term and long-term focus. Select one: a. a b. b c. c d. d
- James Park has been hired as the new CEO by the board of directors of GoSportsInc., a large national sporting goods retailer, which has been battling economic andinternal issues over the previous years. Despite Park’s experience at the helm oflarge companies in need of profound strategic and structural change, in his newposition at GoSports he has been “butting heads” with a powerful collective ofexecutives unhappy with the hire and threatened by the new CEO’s accolades. Tocomplicate matters, rumour has it that the decision to hire Park was far fromunanimous, with various factions vying for control in the company, waiting for achance to fill the power vacuum a quick departure by Park would leave behind. Aftertwo weeks with the company, Park is called before the board of directors to report onthe progress made and how he plans to return GoSports to its former glory.Required:A. If you were in James Park’s position, highlight the key issues you would highlightin your report to the Board…b. I n what multifaceted ways can the implementation of Management by Objectives (MBO) serve as a robust mechanism to not only establish and monitor organizational goals but also mitigate the risk of goal displacement, ensuring alignment with the overarching strategic vision and sustained performance excellence?How can Laura most effectively use Katz’s concepts of management skills in her role as associate director? What combination of skills do you think would work best in this setting?
