Management With Mymanagementlab, Global Edition
13th Edition
ISBN: 9781292090313
Author: Robbins
Publisher: PEARSON
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Chapter 18, Problem 7RDQ
Summary Introduction
To determine:
Whether white-water rapid changes are reliable in establishing and maintaining effective standards in unpredictable situations.
Introduction:
White-water rapid view of changes refers to the situation where unpredictable change is normal and expected, maintaining it is a continual process. In an organization, a white-water rapid view of changes can be described as a change that should establish and maintain an effective standard to address stability and require for effective productivity during continuous change.
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Chapter 18 Solutions
Management With Mymanagementlab, Global Edition
Ch. 18 - What are the three steps in the control process?...Ch. 18 - What is organizational performance?Ch. 18 - Prob. 3RDQCh. 18 - Prob. 4RDQCh. 18 - Prob. 5RDQCh. 18 - Prob. 6RDQCh. 18 - Prob. 7RDQCh. 18 - Prob. 8RDQCh. 18 - Prob. 11EDCh. 18 - How would you handle this? How could organizations...
Ch. 18 - Prob. 13DQCh. 18 - Prob. 14DQCh. 18 - Prob. 15DQCh. 18 - What could other organizations learn from Visas...Ch. 18 - Prob. 17DQCh. 18 - Prob. 18DQCh. 18 - Prob. 19DQCh. 18 - Prob. 20DQCh. 18 - Describe the different approaches to assessing the...Ch. 18 - Describe the four techniques for allocating...Ch. 18 - How does PERT network analysis work?Ch. 18 - Prob. PC4RDQCh. 18 - What is project management, and what are the steps...Ch. 18 - Its a waste of time and other resources to develop...Ch. 18 - Do intuition and creativity have any relevance in...Ch. 18 - The Wall Street Journal and other business...Ch. 18 - In what ways is managing a project different from...Ch. 18 - Prob. PC10RDQCh. 18 - What is operations management?Ch. 18 - Do you think that manufacturing or service...Ch. 18 - Prob. MO3RDQCh. 18 - Prob. MO4RDQCh. 18 - Prob. MO5RDQCh. 18 - Prob. MO6RDQCh. 18 - Prob. MO7RDQCh. 18 - Describe lean management and explain why its...Ch. 18 - How might operations management apply to other...Ch. 18 - Prob. MO10RDQ
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- What are the common models of OD and change management?arrow_forwardChris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Continue Westwind's zero-tolerance policy toward shoplifting. It's the right thing to do—and it Will pay Off in the end in higher profitability because the chain's reputation for being tough on crime Will reduce overall losses from theft.arrow_forwardChris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. " Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. It's almost an invitation to see if you can beat the system." But then Ross faltered as he found himself glancing at the latest financial figures on his desk—another in a string of quarterly losses. If West-wind went under, a lot of employees would be looking for another way to make a living. In his heart, he believed in his father's high moral standards, but he had to ask himself: Just how moral could Westwind afford to be? Adopt Chris Dykstra`s proposed changes, but with a higher limit than the proposed $20 amount (say, $50 or $100), but which is still less than the cost of prosecution. In addition, make sure that the policy isn't publicized. That way, you'll reduce costs even more and still benefit from your reputation for prosecuting all shoplifters.arrow_forward
- Chris Dykstra, responsible for loss prevention at Electronics took a deep breath before he launched into making his case for the changes that he was proposing to the company's shoplifting policy. He knew that convincing Ross Chenoweth was going to be a hard sell. Ross, the president and CEO was the son of the founder of the local, still-family-owned consumer electronics chain based in Phoenix, Arizona. He'd inherited not only the company, but also, his father's strict moral code. "I think it's time to follow the lead of other stores," Chris began. He pointed out that most Other retailers didn't bother calling the police and pressing charges unless the thief had shoplifted merchandise worth more than $50 to $100. In contrast, Westwind currently had a zero-tolerance policy toward theft that Ross's father had put in place when he started the business. Chris wanted to replace that policy with one that prosecuted only individuals between IS and 65 who had stolen more than $20 worth of goods, and who had a previous history of theft at Westwind. In the case of first-time culprits under IS or over 65, he argued for letting them Off With a strict warning, regardless of the value of their ill-gotten goods. Repeat offenders would be arrested. "Frankly, the local police are getting pretty tired Of having to come to Our stores every time a teenager sticks a CD in his jacket pocket," Chris pointed out. "And besides, we just afford the costs associated with prosecuting everyone." Every time he pressed charges against a shoplifter who'd made Off with a $10 item, Westwind lost money. The company had to engage a lawyer and pay employees Overtime for their court appearances. In addition, Chris was looking at hiring more security guards to keep up with the workload. Westwind was already in a losing battle at the moment with mass retailers who were competing all too successfully on price, so passing on the costs of its zero-tolerance policy to Customers wasn't really an option. "Let's concentrate on catching dishonest employees and those organized-theft rings. They're the ones who are really hurting us," Chris concluded. There was a long pause after Chris finished his carefully prepared speech. Ross thought about his recently deceased father, both an astute businessman and a person for whom honesty was a key guiding principle. If he were sitting here today, he`d no doubt say that theft was theft—that setting a minimum was tantamount to saying that stealing was acceptable, just as long as you steal too much. He looked at Chris. "You know, we've both got teenagers. Is this really a message you want to send out, especially to kids? You know as well as I do that there's nothing they like better than testing limits. 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(Please note that this is not an essay question.) In June 2011, Steve Katsaros, founder and CEO of Nokero, was contemplating how to build on his company's accomplishments during the last 12 months. Nokero, a marketer of solar bulbs, has emerged as a successful born-global social enterprise. Opportunities in the Social Enterprise Sector As previously mentioned, Nokero, has been engaged in partnership programs with various social enterprises, such as Project CURE and American Green. Social enterprises have actively sought out Nokero for possible partnerships.arrow_forward
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- Disaster Risk and Reduction Mgt. Define the following administrative decisions and operational activities. Sight an example situation on every item. (no limits of words) Prevention - Mitigation - Preparedness - Response - Recovery - Rehabilitation -arrow_forwardChange management - A case study on Coca Cola Corporation The company has faced a lot of external changes, for example in world war II, the company was able to manage its existing position at that time and also entered in many new markets and discovered new niches (Coca Cola company, 2006-2011). The company also provided free drinks to soldiers which were the part of its strategy to become a patriotic symbol for the people of the country. Also it boosted the sales, so the company achieved two objectives by carefully planning to respond to that external environmental change. The plants developed by the company in war era helped its expansion after the war. Barton et al (2002) reported that Coca Cola Corporation adopted acquisition strategy in time of Asian financial crisis. The company acquired bottling, coffee and tea shop businesses in Korea and Malaysia. Beverage is a type of industry where tastes and preferences of the consumers change on continuous basis. Coca Cola Company also…arrow_forwardTheories and concepts: Recommendations for change In this section, I will be talking about the recommendations for the change. Regarding the damaged items, I can suggest that the stow department ensure that when they are stowing the items in the bins they are making sure the items are stowed correctly and not damaging other items and there should be a limit for the number of items which can be stowed into the bins. When pickers pick the items and placing into their cages sometimes they can damage the items as well due to unstable stacking or stacking heavy products on top of fragile ones. To ensure they don’t damage the items; the pickers need to ensure that they placed the items correctly into their cages which will avoid packers to damage the items on the station and being sent out to get picked and the picker should also not exceed the limit for the number of items they can pick into their cage as pickers can pick the items exceeding the height limit. For hot pick items and missing…arrow_forward
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