Your company of 30 employees has just been sold to a foreign owner. The new owner has plans to totally change the way business is being conducted. 10 jobs will be lost and others will have more duties and responsibilities added to them. You have been asked to conduct a meeting and explain this to the current workforce. What do you tell them? And how do you expect them to react? Be specific.
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Your company of 30 employees has just been sold to a foreign owner. The new owner has plans to totally change the way business is being conducted. 10 jobs will be lost and others will have more duties and responsibilities added to them. You have been asked to conduct a meeting and explain this to the current workforce. What do you tell them? And how do you expect them to react? Be specific.
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- You are a group of top managers of one of the Big Three car makers in Pakistan. Your company has been experiencing increased competition from other car makers like Toyota and Honda whose innovations in car design and manufacturing methods have allowed them to produce cars that are higher in quality and lower in cost than yours. You have been charged with preparing a plan to change the company’s structure to allow you to compete better, and you have decided on two main changes. First, you plan to reengineer the company and move from a multidivisional structure (in which each division produces its own range of cars) to one in which cross-functional product teams become responsible for developing new car models that will be sold by all the divisions. Second, you have decided to implement a total quality management program to raise quality and decentralize decision making authority to the teams and make them responsible for achieving higher quality and lower costs. Thus, the changes will…What are the common issues in the operations of management? When there is a lack of communication, which part of the company suffers? When there is ineffective training of employees, which part of the company suffers? What do you think is the best solution for numbers 2 and 3? Most importantly, when there is a lack of resources, what happens now?Your company has just acquired FastFeet, a business that produces the best prosthetic feet on the market. They have been in business for 25 years, and have a very strong reputation for quality, engineering and customer service. The former owners of the business are very likable people, and the corporate culture reflects that – the people are loyal to them, and were willing to work very hard for them. Now that your company has taken over, the culture has become dysfunctional. You have been tasked with helping the employees of FastFeet become part of the parent company’s culture. They are resisting the change, and the production rate and quality have been slipping. You have whatever resources you need to help them overcome their resistance. What strategy are you going to use, and what are the elements of that strategy – and why?
- You have just been hired as the new head of an audit team for a national accounting fi rm. With four years of experience, you feel technically well prepared for the assignment. However, this is your first formal appointment as a “manager.” Things are complicated at the moment. The team has 12 members of diverse demographic and cultural backgrounds, as well as work experience. There is an intense workload and lots of performance pressure. How will this situation challenge you to develop and use essential managerial skills and related competencies to successfully manage the team to high levels of auditing performance?The company you work for is at a key moment in its development. The general manager has retired, so a new manager has to be recruited. The employees are discouraged, because the retiring boss was very understanding with them and they fear that the change will be an unfavorable one. So far, they have interviewed two candidates. One defines himself as a charismatic leader and the other as transformational. In your opinion, which of these leaders would be the most effective in achieving operational goals in this situation in which the company finds itself? Justify your answer.magine that you have just accepted a leadership position with a medical imaging equipment company. The organization's financial performance has been worsening and its market share slipping, which is why the company hired you to come in and make some changes. You have been given the authority to do whatever you need to do to improve the company's performance. After collecting a lot of information and speaking with a wide variety of employees, you have determined that the biggest cause of the company's underperformance is that its culture is too complex and consensus-oriented, which makes decision making too slow. The first thing you decide to do is to change the culture. What type of culture do you want to adopt? How will you change the culture? What will you do to reinforce the changes you suggest (e.g., staffing, rewards, performance feedback)?
- It’s a great feeling to be sought for your opinion and participation when your organization needs to make an important decision. But what happens when the organization’s managers don’t listen? Management consultant Liz Ryan perhaps put it best: “When you work for a company that is not interested in your opinion, you can tell. They make it obvious. Once you know in your gut that your boss is not interested in your opinion, what other choice do you have than to find another job?” Some suggest that these bosses perhaps should be let go. Given that bad members can lower employee satisfaction and engagement, supervisors who exercise this form of control often emphasize politics over productivity and abuse their power, while employees complain because of the lack of support they are getting. They are “thrown under the bus” and forced out of the loop, and communication is all one way. Giving employees a chance to voice their opinions as part of the process leads to improved justice…It’s a great feeling to be sought for your opinion and participation when your organization needs to make an important decision. But what happens when the organization’s managers don’t listen? Management consultant Liz Ryan perhaps put it best: “When you work for a company that is not interested in your opinion, you can tell. They make it obvious. Once you know in your gut that your boss is not interested in your opinion, what other choice do you have than to find another job?” Some suggest that these bosses perhaps should be let go. Given that bad members can lower employee satisfaction and engagement, supervisors who exercise this form of control often emphasize politics over productivity and abuse their power, while employees complain because of the lack of support they are getting. They are “thrown under the bus” and forced out of the loop, and communication is all one way. Giving employees a chance to voice their opinions as part of the process leads to improved justice…You are the Managing Director of the company. You will be leaving the country to attend a meeting outside the country. During your absence you have called the Finance Director to your office to receive a briefing as the incoming Acting Managing Director. As you guide the Finance Director on the forthcoming meeting to discuss the new business strategy, explain the following to him: i. The Broad framework of leadership style citing examples for each leadership Style. ii. Highlight the interrelated dimensions that influence organisational behavior and how the Finance Director could apply these in his position. iii. Citing examples from your workplace, discuss the main Traits and Characteristics of an effective organization.
- Deborah enters your office, and you notice that she looks apprehensive. “Hi, Deborah. What’s up?” you ask, hoping that nothing is wrong. “Well, your team is doing an excellent job researching, and you’ve been keeping me up-to-date on your findings. My concern is that we are approaching this from a narrow-minded approach.” “How so?” You ask. You are puzzled. “Our team has been looking at every aspect of the company and considering both internal and external pros and cons.” “We need your findings put into some kind of management system so we can really see where we are headed regarding our global expansion. I think we need to cover our bases here. Please report back to me next week with your thinking put into a framework.” Complete the following: A balanced scorecard suggests that we view the organization from four perspectives (the learning & growth perspective, the business process perspective,…Please help answer this question: use your good and your business common sense, what would you do ? You have just been promoted the general manager of the Grand Floridian hotel at Walt Disney World. Part 1: How will you spend your first 30 days? Part 2: What are 2 things you should not do in the first 30 days? Part 3. If you were a company CEO, how would you promote creativity and innovation in your organization?Using an Organization that you like the MOST as an example, Identify and discuss the factors because of which the organization is being considered as an effective organization. Also, discuss the selected organization’s effectiveness based on the factors such as Communication, Productivity, Turnover, Decision Making Process, etc.