With reference to Eskom, explain how a cost-benefit analysis can be used as a decision-making tool. Use an appropriate example to support your answer. EskomEskom, which is under unprecedented financial strain, received another blow on Thursday whenthe CCMA awarded employees a further 1.5% wage increase, backdated to July 2021.The company is under unprecedented economic strain as it burns millions of litres of diesel a dayto keep the lights on. This comes on top of lower sales revenue due to load shedding and itsgenerally unsustainable position due to high debt, low-cost recovery and unpaid bills bymunicipalities.The award relates to the 2020/21 year in which Eskom granted a unilateral 1.5% increase toemployees in the central bargaining forum. These are unionised employees belonging to NUM,Numsa and Solidarity. The CCMA has added an additional 1.5% which will be backdated to 1 July2021.This year, Eskom employees received a 7% increase after a damaging illegal strike that triggeredstage 6 load shedding. At the time, Eskom said that the wage increase would add R1 billion to thewage bill.The additional 1.5% will add about R142 million to the annual wage bill. It took a year for thearbitration to be finalised.Besides the wage bill, Eskom faces several other challenges. For example, corrupt practices are stilldeeply entrenched at Eskom, particularly in procurement processes, says CEO André de Ruyter. De Ruyter was speaking at News24's inaugural On the Record leadership summit in Sandton onThursday. He relayed the challenges he faced when he joined the power utility in January 2020,including the neglect of power stations and the cumbersome procurement processes that neededto be made more efficient.He spoke of the "residue" of corruption that still persists in the organisation. "The notion thatcorruption ended when the Gupta plane departed Lanseria airport... that is just not true. Corruptionis still part of the organisation," he said.Notably, corruption manifests in procurement processes. He recalled how Eskom paid R80 000 fora knee-guard, which must be worn when welding, when it actually retails for about R80 or R90. DeRuyter said these forms of corruption stretch from the lower levels of the organisation to seniormanagement levels and in the past, when his predecessors were in charge, to the executive level.Sources (extracted from):Paton, C. 2022. Eskom employees get another 1.5% wage increase. Available from:https://www.news24.com/fin24/economy/eskom-employees-get-another-15-wage-increase-20220929 (accessed 25 October 2022).Omarjee, L. 2022. Corruption 'normalised' at Eskom, but sending people to prison will help.Available from: https://www.news24.com/fin24/economy/corruption-normalised-at-eskom-but-sending-people-to-prison-will-help-de-ruyter-20220901 (accessed 25 October 2022).

Cost-benefit analysis is a process that is undertaken by most of the business organizations to…

Answered: With reference to Eskom, explain how a…

Management, Loose-Leaf Version

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ISBN:9781305969308

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Publisher:Richard L. Daft

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LEAD.300.C1 Management and Leadership Lessons Warrick, D.D. (2017) What leaders need to know about organizational culture. Kelly School of Business. Frost, A., & Purdy, L., Introductory note on managing people in organizations. Ivey Publishing, (Read pp 17-20, Power) Krattenmaker, T. (2000) What’s your company’s culture? Harvard Management Communication Letter. Birkinshaw, J., & Gibson, C. B. (2004). Building an ambidextrous organization. Advanced Institute of Management Research Paper, (003). To do: Wk 4 Post One Important Thing You Learned After you have completed the reading above, you need to briefly state one important thing you learned about a leader's influence on organizational culture. State why this key learning is important to you.
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After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones.If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress…
After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones.If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress…
After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones.If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress…
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The Scenario Joseph and Krystal are part of your social group. They joined Missile's Financial Services together as middle managers. Each one, reports to a different senior manager. These senior managers report to the Managing Director. Once a month after payday, Joseph, Krystal and other members of the social group all try to have lunch together. Joseph is very distressed. 'I've had an awful week and this morning was the worst!' He recounts what happen between himself and Nicholas, his manager. 'Nicholas and I were to meet with a new supplier to finalize a contract. I have been dealing with the supplier all this time, over two and a half months and we just needed to finalize the costing. We had reached an agreement about the cost that both of us were comfortable with. For the past two weeks, I have been trying to get Nicholas to look at the contract and agree the figuresetc. We really need this guy's company. They are fast and have a great reputation for products and services.…
The Scenario Joseph and Krystal are part of your social group. They joined Missile's Financial Services together as middle managers. Each one, reports to a different senior manager. These senior managers report to the Managing Director. Once a month after payday, Joseph, Krystal and other members of the social group all try to have lunch together. Joseph is very distressed. 'I've had an awful week and this morning was the worst!' He recounts what happen between himself and Nicholas, his manager. 'Nicholas and I were to meet with a new supplier to finalize a contract. I have been dealing with the supplier all this time, over two and a half months and we just needed to finalize the costing. We had reached an agreement about the cost that both of us were comfortable with. For the past two weeks, I have been trying to get Nicholas to look at the contract and agree the figuresetc. We really need this guy's company. They are fast and have a great reputation for products and services.…
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a) Imagine you are the manager of a new company and you want to stimulate innovation. Argue which type of leadership “model” is preferable in the management of innovative processes. Which type of challenges is this type of leaderships supposed to address?. b) Now imagine that you are the manager of a national champion company. Which are the two main factors, say dimensions, you need to take into account in the definition of our own company strategy and behaviour?c) Let instead assume you are a policy maker. Which type of “scenario” would you prefer to create in order to stimulate as many new business opportunities as possible out of the initial support provided to a national champion firm?

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