Managers at Gap Inc., formerly one of the top retail chains, are reported to have made a series of decisions that hurt the company: They expanded so rapidly that the chain lost touch with customers; they tried to copy the successful approach of rivals rather than charting their own course; they cut quality to reduce costs; they shifted from one fashion approach to another as each one failed to appeal to customers, and so on. What techniques would you recommend Gap managers use to improve the quality of their decisions?

Managers at Gap Inc., formerly one of the top retail chains, are reported to have made a series of decisions that hurt the company: They expanded so rapidly that the chain lost touch with customers; they tried to copy the successful approach of rivals rather than charting their own course; they cut quality to reduce costs; they shifted from one fashion approach to another as each one failed to appeal to customers, and so on. What techniques would you recommend Gap managers use to improve the quality of their decisions?

Management, Loose-Leaf Version

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter8: Strategy Formulation And Execution

Section: Chapter Questions

Problem 1SGB

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Managers at Gap Inc., a once- popular retail chain, are reported to have made a series of decisions that hurt the company: They expanded so rapidly that the chain lost touch with customers; they tried to copy the successful approach of rivals rather than charting their own course; they cut quality to reduce costs; they shifted from one fashion approach to another as each failed to appeal to customers, and so on. What techniques would you recommend that Gap managers use to improve the quality of their decisions?
"I expect all the managers in my department to act completely rationally in every decision they make", declared Eleanor Johnson, Vice President for marketing for the Olympic Toy Company. "Every one of us, no matter what his or her position, is hired to be a professional rationalist, and I expect all of us not only to know what they are doing and why but to be right in their decisions. I know that someone has said that a good manager needs only to be right in more than half of his or her decisions. But that is not good enough for me I would agree that you may he excused for occasionally making a mistake, especially if it is a matter beyond your control, but I can never excuse you for not acting rationally" "I agree with your idea, Eleanor, said Jill Goldberg, her advertising manager, "and I always try to be rational and logical in my decisions But would you mind helping me be sure of this by explaining just what 'acting rationally is?" Questions: a) 1. Explain how the Vice President for…
"I expect all the managers in my department to act completely rationally in every decision they make", declared Eleanor Johnson, Vice President for marketing for the Olympic Toy Company. "Every one of us, no matter what his or her position, is hired to be a professional rationalist, and I expect all of us not only to know what they are doing and why but to be right in their decisions. I know that someone has said that a good manager needs only to be right in more than half of his or her decisions. But that is not good enough for me. I would agree that you may be excused for occasionally making a mistake, especially if it is a matter beyond your control, but I can never excuse you for not acting rationally." "I agree with your idea, Eleanor", said Jill Goldberg, her advertising manager, "and I always try to be rational and logical in my decisions. But would you mind helping me be sure of this by explaining just what 'acting rationally' is?" Questions: 1. Explain how the Vice…
1. What three (3) personal values should a manager possess to improve the organization's success in achieving/fulfilling its primary purpose? 2. Assumptions are used by management methods such as the Logical Framework Approach (LFA), Cost-Benefit Analysis, and Cost-Effectiveness Analysis to provide inputs for managerial decisions and actions. What is the logic of employing an assumption in coming up with or creating inputs for management decisions and actions, given that it is not guaranteed to hold? Is there any way to avoid making assumptions?
1. Identify how each bias can impact a manager when they are performing a performance appraisal. a) How can the bandwagon bias/ effect impact a manager when they are performing a performance appraisal? b) How can the confirmation bias impact a manager when they are performing a performance appraisal? c) How can the outcome bias impact a manager when they are performing a performance appraisal? d) How can the Placebo bias impact a manager when they are performing a performance appraisal?
“… In a survey conducted in 2019 by McKinsey, 60% of executives interviewed expected half of their employees to be retrained or upskilled in the next five years. A Gallup study shows that organizations that have made a strategic investment in employee development report 11% greater profitability and are twice as likely to retain their employees. Still, the Covid-19 crisis pushed companies to increase pay cuts, voluntary retirement and layoffs. The consequences on the workforce have been devastating, reducing the long-term competitive edge of the companies. Employee morale has decreased, training and development costs have been cut off, and valuable knowledges has been lost. At the same time, many other companies are ramping up hiring to accommodate new skills needed.” Question :- Discuss comprehensively on the human resource management planning in relation to industrial revolution 4.0.
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Even though Timna knows she does not ever want to be a manager, she should still consider taking a management course, because (Select all that apply.) Check All That Apply it will help her understand her managers' actions and decisions, which in turn will help her own career. she will be guaranteed to earn a higher salary than if she did not. it will help become a more well-rounded person. as a non-manager, she is likely to have the same responsibilities as a manager.
a) Most part of a manager's job is making decisions and, in most cases, decisions are based on perceptions we have about people, things and targets. Wrong perceptions mostly will lead to wrong judgements. As part of the management training to qualify to lead one of the branches of the organization, you are to identify and explain the various errors of judgement the managers in the underlisted statement made and discuss what decision you would have made. Mary is making a strong case for Martha that she can execute the contract because she completed AIT (using herself as an example to show how she expertly executed her contract as an old student of AIT) The manager is giving special attention and respect to the new recruits and disregarding the efforts of the existing workers. 1. 11. In his final advice to the new boss, the outgoing CEO admonished him not to involve employees in his decision making since they will plant discourse, To him, he became successful because of that strategy 11.…
Effective management is crucial for the success of any organization, as it involves coordinating resources, people, and processes to achieve specific goals efficiently and effectively Managers are tasked with various responsibilities, including planning, organizing, leading, and controlling They must possess strong communication skills, decision-making abilities, and leadership qualities to motivate and guide their teams toward desired outcomes. Additionally, effective managers must adapt to changing environments, anticipato challenges, and implement strategies to address them proactively Question: How does effective communication contribute to the success of management within an organization?
Differentiate between the symbolic view and the omnipotent view of management. Include two specific examples of each view to support your answer.
https://youtu.be/XlcolUHMnh0 Why is it important for managers to understand IT? Does the video supports this? What did it teach that will help as a current or future manager?