MANAGEMENT: A PRACTICAL INTRO - ACCESS
9th Edition
ISBN: 9781264192465
Author: KINICKI
Publisher: MCG
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Chapter 13, Problem 3MIA
Summary Introduction
Case summary: The Company I was formed in 1900 and it invented the first personal computer in 1981. The company was successful in reaching military and general people both in form of its computers. The company sold PC division to Company L in 2004. The company I faced declining revenue for 20 consecutive quarters. The CEP GR wants to make the company a cloud-based solutions business, but the competitive business has become a challenge. The company analyzed that they are not able to give good results by working remotely and they want to work together as a team. It is seen that 40% of the workforce of the company works remotely. However, the company gave an ultimatum to its employees that either they work in the office or they leave the job. The reason for this calling is collaborative efficiency as the company wants to work in small efficient groups. Critics also stated that the main problem is not working remotely but issues in team processes. They believe that there should be virtual norms for working daily meetings can also help. Experts also suggested that the idea of calling back the people working remotely can hit back the company adversely. This will cause many talented people to leave the job as they cannot relocate easily which will affect the quality of teams.
To explain:The way in which Company I can encourage functional or constructive conflict in its virtual teams.
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Case Study
The composition and role of boards.
The board of directors is the corporation's governing body. By law, the board is vested with the
authority to manage the corporation's business and affairs, and the board's members have a
fiduciary responsibility to act in the best interests of the corporation and its shareholders. Boards
are thus collegial bodies in the traditional sense that their members share authority and
responsibility, and have both individual and collective accountability.
Boards typically delegate much of their authority to an executive team that carries out the day-to-
day operations of the corporation's business. However, some board duties cannot be delegated,
and boards vary widely in the extent of their involvement in the business. The board's core
functions typically include selecting, monitoring, advising, and compensating the chief executive;
monitoring the company's financial structure and declaring dividends; deciding on major
transactions and changes in…
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MANAGEMENT: A PRACTICAL INTRO - ACCESS
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