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- Question 1 1. The concept that: "There is no one best way to manage" is a fundamental premise in theory. 2. ABC Company's external environment is changing rapidly and it responds by decentralizing decisions to lower-level managers so that the organization can react faster. ABC is said to be organized under For the toalhar ALT 510URO ALT-EN-E10 Maof tHis assessment. 3. Write 2 SMART goals related to the completion of the Organizational Behaviour Course. X N W CipModule: Strategic management practices 1. Analyse the effectiveness of defensive strategies for a company, using appropriate examples of your own.
- B.1 Strategy is the direction and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging environment to meet the needs of the market and to fulfill stakeholders’ expectations.” So, how important are relationships to being a successful strategic manager?Jeffrey Pfeffer and Robert Sutton (2006) advise change managers to focus on four issues (create dissatisfaction, give direction, have faith, and embrace the mess) to ensure that, once the decision to go ahead has been taken, change happens fast and is effective. QUESTION Elaborate the four issues stated by Jeffrey Pfeffer and Robert Sutton (2006). Examine any FIVE (5) reasons why transformation efforts fail and the remedy to overcome it.Management's handling of the strategy implementation/execution process can be considered successful Question 6 options: when the internal organization develops two or more core competencies in performing value chain activities. if and when the company meets or beats its performance targets and shows good progress in achieving its strategic vision for the company. if the company's culture is strong and strategy-supportive. if management is able to marshal adequate resources to put the strategy in place within 6 to 12 months. if managers and employees express strong support for the company's strategy and long-term direction.
- As for-profit competitors like FedEx and UPS qained market share, the government-run United States Postal Service (USPS) failed to implement managerial and process innovations. Long chronically short on funding, the USPS has faced even stiffer budget challenges as a result of losing. business. What are the most likely reasons the USPS falled to innovate? Check all that apoly. Failure to recognize opportunity Time to innovate Lack of resources Resistance to changeQ1: Read the case study and answer the question: Introduction According to Gready (2013) organizational theory is based on four major perspectives namely the Classical, modem prospective, symbolic interpretive and postmodern perspectives. Management at Coca Cola focuses in adopting modern and postmodern perspectives in order to maintain the relation with business environment. Gill (2007) opined that adoption of modern perspective has enabled managers at Coca Cola to focus on reality of market situation based on the concepts and theories. Moreover, the adoption of the postmodern perspective helps the organization to increase the productivity of the different geographical operating division and focus on local and international customer satisfaction. Adoption Coca Cola adopts both mechanistic and organic models of organizational control and hence incorporates both modernist and post-modernist perspectives in the organizational management. Previously Coca Cola followed a centralized…Question How can organizations effectively manage simultaneous multiple change initiatives without overwhelming employees and compromising the overall success of these initiatives?
- Q3) Discuss and explain the issues and considerations involved in the organisational changes required to enable IT-driven change at Lie-Nielsen. Analyse the data, business logic and presentation artefacts discussed in the case and discuss how they relate in terms of the invasive/non invasive automation model discussed in class. What balance (invasive vs. non-invasive) IT automation changes would you recommend Lie-Nielsen focus on first?TABLE 2.3 Common Shortcomings in Company Vision StatementsTable Summary: Table summarizes 6 statements for vague or incomplete; not forward-looking, too broad; blend or uninspiring, not distinctive, and too reliant on superlatives.Vague or incomplete—Short on specifics about where the company is headed or what the company is doing to prepare for the future. Not forward-looking—Does not indicate whether or how management intends to alter the company’s current product-market-customer-technology focus. Too broad—So all-inclusive that the company could head in most any direction, pursue most any opportunity, or enter most any business. Bland or uninspiring—Lacks the power to motivate company personnel or inspire shareholder confidence about the company’s direction. Not distinctive—Provides no unique company identity; could apply to companies in any of several industries (including rivals operating in the same market arena). Too reliant on superlatives—Does not say anything specific about…21 - Which of the following is not a reason for managers to plan? a) Performing SWOT analysis B) Reducing conflicts and wasteful activities NS) Coordinated efforts D) reduce uncertainty TO) Establishing standards for tools used to audit work