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PRINCIPLE
& PRACTICE OF MANAGEMENT
Question 1 :- How communication
crises arise?
Question 2 :- What Principal
should do to calm down the angry parents?
Question 3 :- How school will
regain its reputation? What services school should provide in order to maintain
its reputation?
Question 1 - What message did
the foundry workers and the new engineer convey to each other through their
non-verbal behavior?
Question 2 - Mr. Vishwanath,
the General Manager and President, was not often present at the foundry. What
could this non-verbal behavior mean to the workers and the new engineer?
Question 3. How could the
engineer, the foundry workers and Mr. Vishwanath be more effective, both
verbally and nonverbally?
Question 4. What do you suggest
that the engineer should do, after the hosing incident?
Question 1:- What advantages
would accrue to CBS if it becomes a more diverse workplace?
Question 2:- Where would you
have placed CBS on the organizational diversity continuum and where would you
place CBS now? Why?
Question 3:- Which approach
(es) to pluralism best sums up the diversity policy that is being developed at
CBS? Explain
Question 4:- How do the
attitudes of management at CBS as depicted in your case study affect the
company’s progress toward forming a more diverse workforce? Explain.
Question1. Based on this case,
develop guidelines for improving communication with each of different stakeholders,
through better listening.
Question 2:- What are the
essentials for the effective communication?
Question 3:- Write about
McDonald marketing plan which they have implemented for the success?
Question 4:- Do the SWOT
analysis of following:-
• McDonald
• Food Industry
Principles
and Practice of Management
1. What
opportunities and threats did McDonald’s face ? How did it handle them
? What alternatives could it have chosen ?
2. Before
McDonald’s entered the European market, few people believed that fast food could be successful in Europe. Why
do you think McDonald’s has succeeded
? What strategies did it follow ? How did these differ from its strategies in
Asia ?
3. What
is McDonald’s basic philosophy ? How does it enforce this philosophy and adapt to different
environments ?
4. Should
McDonald’s expand its menu ? If you say no, then why not ? If you say yes, what kinds of precuts
should it add ?
5. Why
is McDonald’s successful in many countries around the world ?
1. Can a division manager develop verifiable
goals, or objectives, when the president has not assigned them to him or her?
How? What king of information or help do you believe is important for the
division manager to have from headquarters?
2. Was the division manager setting goals in the
best way? What would you have done?
1. Evaluate
the formulation of the merger between Daimler and Chrysler. Discuss the strategic fit and the different product
lines.
2. Assess
the international perspectives of Eaton and Schrempp.
3. What
are the difficulties in merging the organizational cultures of the two companies?
4. What
is the probability of success of failure of the merger? What other mergers do
you foresee in the car industry?
1. The
re-engineering efforts focused on the business process system. Do you think
other processes, such as the human system, or other managerial policies need to
be considered in a process redesign?
2. What
do you think was the reaction of the brand managers, who may have worked under
the old system for many years, when the category
management structure was installed?
3. As
a consultant, would you have recommended a top-down or bottom-up approach, or both, to process redesign and organizational change? What are the
advantages and disadvantages of each approach?
1. Is
the Hewlett – Packard way of managing creating a climate in which employees are
motivated to contribute to the aims of the organization? What is unique about
the HP Way?
2. Would
the HP managerial style work in any organization? Why, or why not? What are the conditions for
such a style to work?
1. In the NUMMI joint venture, what did Toyota
gain? What were the benefits for General Motors?
2. As
a consultant, what strategies would you recommend for European carmakers to
improve their competitive position in the global
car industry?
Principles
and Practice of Management
(a)
Identify the problems in this case.
(b)
Do you think the decision taken by shukla is in keeping with the faith, trust
and creating developmental climate in the organisation? Critically evaluate
(c)
How would you help in improving rough and tough behavior of employees?
(a)
Identify the core issues in the case
(b)
Place yourself in the position of the Personnel Director. Which of the
following courses of action would you have chosen and why?
(i)
Would you have discharged both men?
(ii)
Would you have discharged Bhola only?
(iii)
Would you have discharged Nathu only?
(iv)
Would you have discharged neither of them? Justify your choice of decision.
(c)
What policy and procedural changes would you recommend for handling such cases
in future?
(a)
What are the core issues the case?
(b)
Do you agree with the statement "The problem, of course, has its roots in
the production department itself”? Reason out your stand.
(c)
Critically evaluate the finding that old supervisors complain and new workers
to resist any type of control.
(d)
What type of control system would you suggest to the company to improve the
production?
(a)
What do you think is the real, problem in this case?
(b)
How do you perceive the stand of Mr. Singh? Analyze critically.
(c)
What intervention should Mr. Singh use to rectify the type, of situation he is
presently confronted with? Discuss giving the reasons.
(d)
Discuss the implications of effecting them with your recommendations.
Questions:
(a)
What is the problem in your opinion? Elaborate.
(b)
How would you explain the behavior of Renu and Mrs. Khan? Did Mrs. Khan handle
the situation timely and properly?
(c)
Assume that you are the Personnel Manager. What are the alternatives available
with Mrs. Khan?
(d)
What do you consider the best alternative? Why?
WE PROVIDE CASE STUDY ANSWERS, ASSIGNMENT SOLUTIONS, PROJECT REPORTS AND THESIS
ARAVIND - 09901366442 – 09902787224
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