Match the Function! Below is a table with two columns. Listed under column A are the descriptions and written under column B are the management functions. Match the management function with its corresponding description by writing the letter of your answer on a separate sheet of paper. A. Description B. Management Function
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- When the idea first occurred to her, it seemed like such a win-win situation. Now she wasn't so sure. Marge Brygay was a hardworking sales rep for Inspire Learning Corporation, a company intent on becoming the top educational software provider in five years. That newly adopted strategic goal translated into an ambitious, million-dollar sales target for each of Inspire's sales reps. At the beginning of the fiscal year, her share of the sales department's operational goal seemed entirely reasonable to Marge. She believed in Inspire's products. The company had developed innovative, highly regarded math, language, science, and social studies programs for the K— 12 market. What set the software apart was a foundation in truly cutting-edge research. Marge had seen for herself how Inspire programs could engage whole classrooms Of normally unmotivated kids; the significant rise in scores on those increasingly important standardized tests bore Out her subjective impressions. Bur now, just days before the end of the year, Marge's sales were $1,000 short of her million-dollar goal. The sale that would have put her comfortably over the top fell through due to last-minute cuts in one large school system's budget. At first, she was nearly overwhelmed with frustration, but then it occurred to her that if she contributed $1,000 to Central High, the inner-city high school in her territory probably most in need of what she had for sale, they could purchase the software and put her over the top. Her scheme would certainly benefit Central High students. Achieving her sales goal would make Inspire happy, and it wouldn't do her any harm, either professionally or financially. Making the goal would earn her a $10,000 bonus check that would come in handy when the time came to write out that first tuition check for her oldest child, who had just been accepted to a well-known, private university. Initially, it seemed like the perfect solution all the way around. The more she thought about it, however, the more it didn't quite sit well with her conscience. Time was running out. She needed to decide what to do. 1. Donate the $1,000 to Central High, and consider the $10,000 bonus a good return on your investment.1) S1: A Strategy Map is a useful tool that graphically illustrates the cause-and-effect relationships and connects the Balanced Scorecard strategy with an organization’s operating activities. S2: In order for the balanced scorecard to succeed, the entire organization must be behind it. Only S1 is correct Both statements are correct Both statements are incorrect Only S1 is incorrect 2) S1: To link measures to a strategy, they must be derived from management and be balanced. S2: The primary purpose of the balanced scorecard is obtaining increased operating profits for the current year. Both statements are incorrect Only S1 is correct Both statements are correct Only S1 is incorrectMichael Wells, Assistant Sales Manager- International Operations will be retiring in five(5) years and Tarmac must identify a replacement. Chris has demonstrated that he ispotentially a promising candidate for this role and has included advancing as an objectivein his personal improvement plan.(a) Do you think that the organisation is solely responsible for the career management ofits employees? Briefly define the term organizational career management and providetwo (2) points to support your argument.
- pleaseprovide the solution of theis question... How can staff managers ensure that their recommendations are aligned with the organization's goals and objectives?At the close of your project, you measure the customer satisfaction and findthat some customer needs were not fully met. Your supervisor asks you whatsteps you took on your project to improve customer satisfaction. Whichsubsidiary plan would you consult to determine this information?A. Communications management planB. Staffing management planC. Quality Management planD. Risk management plan Customer satisfaction should be measured at the end of the project tomaintain long-term relationships. Which of the following is NOT always anaspect of customer satisfaction?A. The product meets its stated and unstated requirementsB. The product is high qualityC. The customer’s needs are metD. The project is profitableI have 1 question as homework It needs to be between 350 to 400-words. It must be unique and not copied from the internet or any website because there is a plagiarism tool checker (Turnitin) and the teacher will find out. It would be greater to have this as a word file. Think and come up with the two questions in the form of decision that the managers do make whenever they are doing planning, organizing, leading and controlling (i.e. two for each managerial function). (Maximum 200 Words)
- At Rockwater, improvements came from product and service innovation that would create new sources of revenue and market expansion, as well as from continuous improvement in internalwork processes. The first objective was measured by percent revenue from new services and the second objective by a continuous improvement index that represented the rate of improvement ofseveral key operational measures, such as safety and rework. But in order to drive both product/service innovation and operational improvements, a supportive climate of empowered, motivated employees was believed necessary. A staff attitude survey and a metric for the number of employee suggestions measured whether or not such a climate was being created. Finally, revenue per employee measured the outcomes of employee commitment and training programs.The balanced scorecard has helped Rockwater’s management emphasize a process view of operations, motivate its employees, and incorporate client feedback into its operations. It…At Rockwater, improvements came from product and service innovation that would create new sources of revenue and market expansion, as well as from continuous improvement in internalwork processes. The first objective was measured by percent revenue from new services and the second objective by a continuous improvement index that represented the rate of improvement ofseveral key operational measures, such as safety and rework. But in order to drive both product/service innovation and operational improvements, a supportive climate of empowered, motivated employees was believed necessary. A staff attitude survey and a metric for the number of employee suggestions measured whether or not such a climate was being created. Finally, revenue per employee measured the outcomes of employee commitment and training programs.The balanced scorecard has helped Rockwater’s management emphasize a process view of operations, motivate its employees, and incorporate client feedback into its operations. It…In your notebook, identify the answers to each statementbelow.1. ____________ is the process in which different individuals and work unitsperform different tasks.2. ____________ is another process in the organization’s internal environmentwhich involves the working together and coordination of its different workunits.3. ________ shows the different positions in the firm and its hierarchicalarrangement for dividing labor.4. __________ refers to procedures that connect the work activities of thedifferent work divisions of the firm.5. - 6. Structural mechanisms may be devised in order to increased _________and __________.7. _________ deal directly with the firm’s primary goods and services.8. Divisional approach where departments are formed based on management oftheir products, customers, or ___________ areas covered.9. ___________ is a hybrid form of departmentalization.10. They are said to have absolute authority of private business companies___________.
- Confused and unsure how to solve Read the following case study and answer 1) Evaluate Cecily's options and 2) what should Cecily do? Why? "Even as Cecily Blake reads the latest news in an industry trade publication, she's well aware the Blake-Lyon Tech is falling behind its competitors. Years ago, when Cecily founded Blake-Lyon, she centered it in a pure hierarchal structure, where all the engineers and technicians reported upward to her. At the time, she was able to steer the organization toward new and more innovative products and procedures; now, as competition grows, Cecily is aware that Blake-Lyon cannot keep up. One significant problem facing the company is the slow pace of communication. Blake-Lyon is committed to hiring the finest technicians and personnel, but lags behind its competitors because it is slow to respond to market changes. Because every new concept must go through each channel, including departments that have little to no impact on decision making, Blake-Lyon…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.create an Operationalplan for a wind farm (wind turbines that produce electrcity) Your operational plan should include key processes,structures and strategies involved in the transformation ofinputs into outputs. Where possible, a transformationmodel may be used to demonstrate this process. Thebusiness approach to planning and management ofproduce and services may also be included. And descriptions of key personnel and the organisationalstructure, employments agreements, etc.