Operations Management: Processes and Supply Chains (11th Edition)
11th Edition
ISBN: 9780133872132
Author: Lee J. Krajewski, Manoj K. Malhotra, Larry P. Ritzman
Publisher: PEARSON
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Chapter D, Problem 7P
A
Summary Introduction
Interpretation: The combination of courses that minimize the total cost of books is to be proposed.
Concept Introduction: A business student requires completing 65 courses to attain graduation. While the business courses should be greater than or equal to 23, the non-business should be greater than or equal to 20. While an average business course needs a textbook that costs $60 and 120 hours of study; the non-business courses require a textbook that costs $24 and 200 hours of study.
B
Summary Introduction
Interpretation: The surplus or stock variables, based on the given data should e determined.
Concept Introduction: A business student requires completing 65 courses to attain graduation. While the business courses should be greater than or equal to 23, the non-business should be greater than or equal to 20. While an average business course needs a textbook that costs $60 and 120 hours of study; the non-business courses require a textbook that costs $24 and 200 hours of study.
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CASE STUDY 9-1
Was Robert Eaton a Good Performance
Management Leader?
R
obert Eaton was CEO and chairman of Chrys-
ler from 1993 to 1998, replacing Lee Iacocca,
who retired after serving in this capacity since
1978. Eaton then served as cochairman of the newly
merged DaimlerChrysler organization from 1998
to 2000. In fact, Eaton was responsible for the sale
of Chrysler Corporation to Daimler-Benz, thereby
creating DaimlerChrysler. With 362,100 employees,
DaimlerChrysler had achieved revenues of €136.4
billion in 2003. DaimlerChrysler's passenger car
brands included Maybach, Mercedes-Benz, Chrysler,
Jeep, Dodge, and Smart. Commercial vehicle brands
included Mercedes-Benz, Freightliner, Sterling,
Western Star, and Setra.
From the beginning of his tenure as CEO, Eaton
communicated with the people under him. He
immediately shared his plans for the future with
his top four executives, and upon the advice of his
colleague, Bob Lutz, decided to look around the
company before making any hasty…
Critically assess Martin’s coaching style.
Compare Robert Eaton’s performance management leadership presented in the case against the performance management leadership principles, functions, and behaviors. What recommendations can be made about what he might do more effectively? Explain and defend your answer.
Chapter D Solutions
Operations Management: Processes and Supply Chains (11th Edition)
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