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- On Monday, you have lunch with your co-workers and good friends, John and Marty. John shares with both of you that he has been interviewing with other companies and, in fact, is expecting an attractive offer from a competitor by the end of the week. He asks that you both keep it confidential, because the offer may not come in, or he may not accept it. But in all likelihood, he’s probably going to resign on Friday.On Tuesday, you have lunch with your boss, who says that the company’s financial position does not look good, and that they’re going to have to reduce overhead by cutting one (1) person on the staff by the end of the week – and the President must have the name no later than noon on Thursday. As difficult as it will be, your boss is leaning towards Marty – who you both agree has been a great employee, but perhaps the least productive of all the salespeople. He asks for your opinion on who you think is the most expendable employee on the sales team.…1. Under the principle of unity of command, a. employees can report to two managers, so they needs to decide whose directions no follow if multiple managers tell them to do things differently. b. employees can refuse to do both tasks if two different managers tell them to do two different things at the same time. c. employees will need to determine how they can multitask. d. employees need to decide which manager has more power if two different managers tell them to do two different things at the same time. e. employees should report to no more than one manager.You are an employee working in the accounts office of Ukweli company listed on the Nairobi stock Exchange, and while working late one evening during the week, you realized that you had left your expensive pen in the boardroom at an earlier meeting and, given its value, you went upstairs to look for it. As you approached the door you heard the following discussion which was between the company C.E.O (Chief Executive Office and Brian (a Non -Executive director). “C. E.O: I am deeply concerned that if this fall in profit figures is disclosed in the next annual report, there will be all sorts of problems with the shareholders. We may even lose a number of big investors. Brian (also the cousin of the Chief Executive): (large sigh) Well, I suppose we could always find a way of making them look better. C.E.O: How? I can't see it at all. Brian: Well, we could make them just slightly higher than last year's figures by including the proceeds of the sales of our toothbrush division. C.E O: But…
- Strengths and weaknesses are: a) internal to the organization, and they include factors that would either build up or drag down the firm's pertormance /b) extemal to the organization, and it is easy to gain information about them, c) extemal to the organization, and they include factors that would affect the company's performance but are typically out of the company's control. d) internal to the organization, and it is difficult to gain information about themUse your knowledge of organizational structure to select the term that best completes each sentence. If you are starting a new company and need employees to do a variety of things while you make most of the decisions yourself, you would use a organizational structure. Use your knowledge of organizational structure to select the term that best fits each scenario or description. If you are working in a consulting company and need to form short-term cross-functional and cross-level project teams to serve client needs, what type of organizational structure should you use? A. A team-based structure B. A lattice structure C. A bureaucratic structureCoordination is the process of organizing and synchronizing different elements to work together seamlessly towards a common goal. In various contexts, coordination plays a crucial role in ensuring efficiency and harmony. Whether in business, sports, or everyday activities, effective coordination enhances collaboration, minimizes errors, and maximizes productivity. Teams that communicate well and coordinate their efforts tend to achieve better results, as each member understands their role and contributes to the overall success of the group. Question: How can organizations foster a culture of effective coordination among team members to optimize their collective performance?
- According to COSO, which of the following differences relevant to the risk-assessment process is most likely to exist bel large entity and a small entity? O A. O B. O C. O D. The CEO of a small entity is more likely than the CEO of a large entity to be attuned to risks arising from internal factors through hands-on involvement with all levels of personnel. The risk-assessment process in a small entity is more structured than in a large one because of the nature of some of the internal control components in a small entity. An owner-manager of a small entity will not normally learn about risks arising from external factors through direct contact with customers, suppliers, and other outsiders, whereas in large entities this process is part of the entity's primary way of identifying new risk. Risk assessment in a small entity, as opposed to that in a large entity, can be problematic to implement because the in- depth involvement of the CEO and other key managers is a conflict of interest…Your company is confronted with disfunctional conflict predominantly among departmental heads. The situation has affected the first poter yield of profitability of your company . As a project management consultant , management of a firm has therefore tasked you to prepare a memorandum , on how to arrest the situation based on the most appropriate organizational structure.Case: You are a qualified accountant in practice, and you lead a team providing managementconsultancy services. In recent years your practice has undertaken several assignments onmanufacturing efficiency improvements for a medium-sized, quoted group of companies. Itoperates through a number of divisions, but line responsibility appears complicated, and sosignificant control rests with four semi-autonomous regional directors. The authority of thesedirectors is enhanced by their seats on the group’s main board. You have cultivated a good working relationship with the regional director with whom you arein contact most frequently. Three weeks ago that regional director asked you to investigate, asa matter of urgency, a particular project, Project A. He had been irritated to be told, informally,of the likely deferral of the agreed delivery date for the components on this sophisticateddesign-and-build contract. Project A comes within the regional director’s responsibilityprimarily because of…
- "people are our greatest asset”. Quickly, you will be met with hundreds of matches, which appear to debate and contradict this premise. After reviewing a few, take a stance, and argue why people are or are not the most important asset of an organization. Furthermore, link your argument to how an organization should invest in people through training and professional development programs.Taking a Stand means that a. Depending on business needs compromises are made b Management has the authority to turn a blind eye to certain inconsistent practices C Letting go of a large customer if that customer is attempting to influence the company to act in a wrong and unethical way d. Allowing teams to focus on customer acquisition to increase their business footprint without any repercussionsWhich of the following best summarizes the Peter Principle? A) Most executives fear changing the status quo, so they promote based on seniority not competence. B) A person's level of competence determines how high he or she rises in a firm's hierarchy. C) The glass ceiling prevents competent women from being promoted to positions of power. D) People are eventually promoted to positions that are beyond their levels of competence. E) A person's competency is too difficult to determine, so promotions are based on seniority.