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- Story: Larry wanted Michael to take over the firm so that Larry could focus on his favorite part of the business, which was redesigning the car and inventing new products. Michael agreed to help his father, and had visions of making the company a self-managed organization where workers had as much control as possible. Michael knew that he and his father had different visions for how Westward should be managed. Larry was an entrepreneur who liked to invent things, but he did not like paperwork. He was always tinkering with the car, improving it because he enjoyed responding to customer feedback. For him, the best way to grow Westward was by improving the design of its product. It was his company, his car, and he called the shots. There were few written policies, and a very limited paper trail. Inventory and parts were especially problematic, and often the assembly line had to wait for a rush-order of missing parts. Westward’s employees were happy that the firm was going to be managed…The task I am struggling with:Mt. Kinley is a strategy consulting firm that divides itsconsultants into three classes: associates, managers, and partners. The firm has been stable in size for the last 20 years, ignoring growth opportunities in the 90s, but also not suffering from a need to downsize in the recession at the beginning of the 21st century. Specifically, there have been – and are expected to be – 200 associates, 60 managers, and 20 partners.The work environment at Mr. Kinley is rather competitive. After four years of working as an associate, a consultant goes “either up or out”; that is, becomes a manager or is dismissed from the company. Similarly, after six years a manager either becomes a partner or is dismissed. The company recruits MBA’s as associate consultants; no hires are made at the manager or partner level. A partner stays with the company for another 10 years (a total of 20 years with the company).a) How many new MBA graduates does Mt. Kinley have to hire every…Preparation With your advice, Tom has continued to make strategic planning progress at Sun City Boards, but you and Tom realize that a new organizational structure is needed for the company to grow as you envision. Plans include expanding beyond a single store/manufacturing shop and reaching new markets via an Internet presence and e-commerce. The following is a summary of the current staff and loose descriptions of job functions: Owner/CEO: Tom Wilson (Designs the boards, sets their selling price, and establishes sales channels with local surf shops) Bookkeeper: Verónica Ramírez (Verónica also doubles as order-taking clerk, cash register attendant, and customer support) Board Maker: Lloyd Greene (If Tom invents it, Lloyd can make it!) Board Making Assistants: Mariann Lee, Sam Kahele, and Ibrahim Khakwani (Assignments change almost daily as Lloyd decides what needs to be done next) Sales Associate: Kelly Pace (Named after famed surfer Kelly Slater and a business icon for Sun City…
- Assume the role of a mid-level manager of a small company. The CEO, Rachael Barker, wants your views on a new computer network she is considering. The current network is adequate, but the new one will provide much greater capabilities for managing files, word processing, and accessing the database. Write a one-page email in which you list (1) the key factors that you believe must be taken into account in making the decision, and (2) the trade-offs that must be consideredPak Santoso is the founder, director and general manager of all operations of PT. Prosperous, a Forage factory in Karawang. One time the Company was taken over by a giant company and reorganized, and Mr Santoso was appointed as the new Director, ordered to develop an organizational structure. He did so with a heavy heart because he always managed his company informally. After one year solving a lot of problems between departments alone and working 12 to 14 hours a day Mr. Santoso realized that sales were declining, profits were shrinking, and many employees were leaving his company. The problem: is how to reorganize PT. Prosperous to be a better company professionals by increasing their sales and profits. Question :1. If you are a consultant, to increase the level of sales and profits,a. What coordination and how should he do it?b. Why is coordination so important?Subject: Strategic management MCQ's Alfred Chandler's conclusions on the relationship between strategy and structure can be summed up as a) structure shapes strategy. b) strategy and structure are independent factors. c) structure and strategy are unrelated. d) structure follows strategy. e) strategy follows structure.
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- Jeffrey Moses was facing one of the toughest decisions of his short career as a manager with International Consulting. Andrew Carpenter, one of his best consultants, was clearly in trouble, and his problems were affecting his work. International Consulting designs, installs, and implements complex back-office software systems for companies all over the world. About half the consultants work out of the main office, while the rest, including Carpenter, work primarily from home. This Monday morning, Moses had gotten an irate call from a major New York client saying Carpenter never showed up at the company’s headquarters, where the client had been expecting his new computer system to go live for the first time. In calling around to other customers on the East Coast trying to locate the missing consultant, Moses heard other stories. Carpenter had also missed a few other appointments – all on Monday mornings – but no one had felt the need to report it because he had called to…How can Laura most effectively use Katz’s concepts of management skills in her role as associate director? What combination of skills do you think would work best in this setting?Few people would want to hire a skilled manager with no leadership skills, and you would not want to hire an inspirational leader who can't manage planning, delegating, or keeping things organized. Draw two "T accounts" with positive attributes on the left and negative attributes on the right for managerial skills and leadership skills that you would look for as a hiring manager for a crucial managerial and leadership position in your organization.