Principles of Management
Principles of Management
OER 2019 Edition
ISBN: 9780998625768
Author: OpenStax
Publisher: OpenStax College
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Chapter 18, Problem 6CRQ

What circumstances indicate a firm should consider an external process for developing/acquiring technology?

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Please original work  Talk about what “influencing” means in regard to the balanced scorecard development process.  Provide a brief example of how you would “influence” all employees in the balanced scorecard development process. What are the benefits of a cascading balanced scorecard? What are the potential critical flaws in business meetings and how can a leader steer meeting so that they maximize their effectiveness by using a balanced scorecard? What are at least 3 critical questions to ask in a balanced scorecard employee survey?  How would you use a balanced scorecard employee survey to update the core elements of the scorecard? Describe 3 balanced scorecard issues that might prevent an organization from successfully implementing a balanced scorecard. How might an organization overcome such issues? Please cite in text references and add weblinks
At the end of 2014, a large university hospital in the Netherlands launched a procurement tender exercise for surgical suture material. The rationale for hospital management to initiate this procedure was cost-cutting and standardization. The award criteria were focussed on the most economically advantageous tender. There were different suppliers on the market that were able to produce and deliver high-quality surgical suture material for a lower price than was currently being paid. Consequently, the tender was awarded to a new supplier.The top managers and purchasing manager who initiated the tender trod carefully and implemented this relatively small-scale change initiative according to some basic change management principles (e.g. Kotter, 2012): they built a guiding coalition that incorporated renowned medical specialists, they consulted department heads and they communicated the change to surgeons through different channels. Furthermore, it was recorded in the tender that the new…
Lance Best, the CEO of Barker Sports Apparel, was meeting with Nina Kelk, the company’sgeneral counsel, who also oversaw human resources. It had been a long day at the company’sBirmingham, England, headquarters, and in the early evening the two were going over theevaluations of each of Lance’s direct reports. Lance was struck by what he saw in CFO DamonEwen’s file. Most of the input was neutral, which was to be expected. Though brilliant and wellrespected, Damon wasn’t the warmest of colleagues. But one person had given him the lowestratings possible, and from the written remarks, Lance could tell that it was Ahmed Lund, Barker’shead of sales. One read: “I’ve never worked with a bigger control freak in my life.”“These comments are pretty vicious,” Lance said.“You’re surprised?” Nina asked.“I guess not,” Lance acknowledged.His CFO and his sales chief had been at loggerheads for a while. Ahmed’s 360 also contained afew pointed complaints about his working style1—no doubt from Damon.Lance…

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