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Management Practice

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MANAGEMENT PRACTICE

S.A.I.M.

S.A.I.M.
CASE-STUDY
WORKBOOK

Prepared by Dr Norris W Dalton.

Copyright 2002 SAIM

Management Practice

1

Copyright @ 2002 - South African Institute of Management
All rights reserved.
No part of this publication may be reproduced or transmitted in any form by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from SAIM.

Copyright @ 2002

Copyright 2002 SAIM

First Edition (2002)

Management Practice

2

MANAGEMENT PRACTICE

CASE-STUDY WORKBOOK

CONTENTS
Page
1. Introduction.

5

2. Management in Context.

7

3. Learning to be a manager.

9

4. Case-study analysis.

11

5. Problem-solving and decision-making.

14

6. Caselets: First-line and Middle-management (Tactical/operational levels). 21

7. Case-studies: Executive / Senior management (transitional / strategic level). 119

8. Case-studies: Management failures (Reference studies).

173

9. Lessons:

201

Business {Managerial) Failure.

10. References and Further Reading.

Copyright 2002 SAIM

207

Management Practice

3

Copyright 2002 SAIM

Management Practice

4

MANAGEMENT PRACTICE
Management Principles are easy; Management Practice is difficult.

1. Introduction
The Theory of Management (20%) is easy and can be learnt in a classroom setting, since it relates to knowledge acquisition and book-learning only, encompassing pre-defined contexts (i.e. a closed system). The Practice of Management (80%) is difficult since it relates to a crisis-driven ‘real-world’ of irrational people, unpredictable events, competitive market warfare, cashflow shortages, problematical relationships, and an infinite number of unique contexts (i.e. an open system):-

 no two managers are identical...

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