WE PROVIDE CASE STUDY ANSWERS, ASSIGNMENT SOLUTIONS, PROJECT REPORTS AND THESIS
ARAVIND - 09901366442 –
09902787224
GENERAL
MANAGEMENT
1.
What makes George David such a highly regarded
manager?
2.
How does David get
things done through people?
3.
What evidence can
you see of David’s planning and strategizing, organizing, controlling, leading,
and developing?
4.
Which managerial competencies does David seem to
posses? Does he seem to lack any?
5.
Why did the strategic plans adopted by companies
like level 3, Global crossing, and 360 Network fail?
6.
The managers who ran these companies were smart,
successful individuals, as were many of the investors who put money into their
businesses. How could so many smart people have been so wrong?
7.
What specific decision-making biases do you
think were at work in this industry during the late 1990s and early 2000s?
8.
What could the managers running these companies
done differently that might have led to a different
9.
1. Why did Dow Chemical first adopt a matrix
structure? What benefits did it hope to derive from his structure?
10.
2. What problems emerged with this structure?
How did Dow try to deal with them? In retrospect, do you think those solutions
were effective?
11.
Why did Dow change
its structure again in the mid-1990s? What was Dow trying to achieve this time?
Do you think the current structure makes sense given the industry in which Dow
operates and the strategy of the firm? Why?
12.
Discuss McDonald's current situation from a
human resource planning perspective
13.
Is McDonald's
taking the best approach to improving its employer brand? Why or why not? If
you were in charge of developing the McDonald's employer brand, what would you
do differently?
14.
Would “guerrilla”
recruiting tactics help McDonald's attract more applicants? Why or why not? If
so, what tactics might be effective?
15.
What technological paradigm shift did Reuters
face in the 1990s? How did that paradigm shift change the competitive playing
field?
16.
Why Reuters was slow to adopt internet-based
technology?
17.
Why do you think Tom Glocer was picked as CEO?
What assets did he bring to the leadership job?
18.
What do you think of Glocer’s attempts to change
the strategy and organizational culture at Reuters? Was he on the right track?
Would you do things differently?
GENERAL
MANAGEMENT
1.What
makes George David such a highly regarded manager?
2.How
does David get things done through people?
3.What
evidence can you see of David’s planning and strategizing, organizing,
controlling, leading, and developing?
4.Which
managerial competencies does David seem to posses? Does he seem to lack any
1.Why
did the strategic plans adopted by companies like Level 3, Global Crossing, and
360 Networks fail?
2.The
managers who ran these companies were smart, successful individuals, as were
many of the investors who put money into these businesses. How could so many
smart people have been so wrong?
3.What
specific decision-making biases do you think were at work in this industry
during the late 1990s and early 2000s?
4.What
could the managers running these companies done differently that might have led
to a different outcome?
1.Why
did Dow Chemical first adopt a matrix structure? What benefits did it hope to
derive from this structure?
2.What
problems emerged with this structure? How did Dow try to deal with them? In
retrospect, do you think those solutions were effective?
3.Why
did Dow change its structure again in the mid-1990s? What was Dow trying to
achieve this time? Do you think the current structure makes sense given the
industry in which Dow operates and the strategy of the firm? Why?
1.Discuss
McDonald's current situation from a human resource planning perspective.
2.Is
McDonald's taking the best approach to improving its employer brand? Why or why
not? If you were in charge of developing the McDonald's employer brand, what
would you do differently?
3.Would
“guerrilla” recruiting tactics help McDonald's attract more applicants? Why or
why not? If so, what tactics might be effective?
1.What
technological paradigm shift did Reuters face in the 1990s? How did that
paradigm shift change the competitive playing field?
2.Why
was Reuters slow to adopt Internet-based technology?
3.Why
do you think Tom Glocer was picked as CEO? What assets did he bring to the
leadership job?
4.What do you think of Glocer’s attempts to
change the strategy and organizational culture at Reuters? Was he on the right
track? Would you do things differently?
WE PROVIDE CASE STUDY ANSWERS, ASSIGNMENT SOLUTIONS, PROJECT REPORTS AND THESIS
ARAVIND - 09901366442 –
09902787224
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