...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...
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...Assignment THE PRACTICE OF MANAGEMENT BY PETER DRUCKER The introduction is titled “The Nature of Management” and features three chapters. The first chapter is titled “The Role of Management”. The first two sentences in this chapter might be the best definition of a manager anyone has ever written. Drucker states that “the manager is the dynamic, life-giving element in every business. Without his leadership the “resources of production” remain resources and never become production”. To me this sums up what being a manager is all about. Later in the chapter he says “from the peak there is only one easy way to go: downwards. It always requires twice as much effort and skill to stay up as it did to climb up”. A powerful statement, that many do not realize. The second chapter, titled “The Jobs of Management”, Drucker talks about how the jobs of management are usually not known by people within the company. People know who the managers are but aren’t quite sure what they do. He breaks down what a managers’ job involves into a couple of key areas. The first of which is “economic performance”. With this Drucker say that management must always put economic performance first in every decision and action they make because this will justify their existence. Other areas of this chapter focus on management functions which include: their first job is managing a business, managing managers and managing both worker and work. The third chapter is called “The Challenge to Management”. This chapter...
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...MEMORANDUM TO: II Level Supervisor Team FROM: Bernadette Marks VP. InterClean Sales DATE: December 7, 2009 SUBJECT: Business and Management Practices CC: Board of Directors In response to the recent merger of InterClean and Envirotech Inc, several changes have been implemented in order to ensure the successful and seamless transition of the merge in regards to company policies and practices. It has come to the attention of upper level management, as much excitement that has been circulating via emails, conversations and meetings, there have also been some valid concerns about these changes and how they will effect departments, management and our employees. The important thing to remember is this is normal activity, and what we do to maintain professionalism throughout the duration of these changes will impact the outcome of the success of the merger. The purpose of this memo is to introduce you and your team innovative strategies to positively endure the changes and increase productivity and morale among the employees. As leaders of this company, what we communicate to our teams and the level of professionalism that is displayed plays an integral part in focus and productivity. That being said, the only information that should be presented before the employees are facts. With the surge of hearsay circulating through emails and conversations that has been indicated, we want to make sure as leaders that we are conveying positive messages that...
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...job is to evaluate the situation. A good choice is to make a team to evaluate the situation, then make a recommendation to management on how to fix the problem. A key reason is “Employee training helps increase productivity at the business. If workers are confused about a process or lack the knowledge required to complete the job successfully, they may waste work hours trying to figure out the concept.”( www.ehow.com). To help with issues that might arise with management that is against implementing a training program, one can point out that it “Increase’s efficiencies in processes, resulting in financial gain.”( managementhelp.org). Management may be hesitant at first because of the possible cost in initiating a training program. Also management might worry about employees being resistant to going back a learning or relearning a process or skill for their job. Though again it should be pointed out that employee mistakes costs firms money, and training can cost money but also can save money in the long run. It is important for training to be presented to employees in a fashion that it is conducive to learning. In order for management to go forward on a training program and use training in the future, the training has to show results. “Training needs to be presented in context so that participants can absorb the principles and practice the skills, in the context of their daily roles. Training like this can bore participants to tears and turn them against...
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...MANAGEMENT AND LEADERSHIP THEORY AND PRACTICE BSAD 550A – Fall 2011 – Test I Directions: All students must read the material related to Part I and answer question one and either question two or three (40 points each, 80 points in total). Please answer any two questions in Part II from numbers four through six (60 points each). You should be able to answer each question in about one typed page. Please be direct with your answers. Part I Please read the following case and answer question one and either question two or three question on the next page. Please be as direct and to-the-point as possible, and remember to use correct grammar and punctuation. According to a 1996 fiscal report in the Wall Street Journal, venerable Chicago-based Quaker Oats Company was in the midst of a financial downturn caused by serious planning snafus. In particular, Quaker had lost $47.8 million in the second quarter of 1995, largely because of restructuring charges necessitated by its Snapple division’s poor performance and the company’s unsuccessful efforts to improve overseas sales. Quaker did not expect 1996 to be any better. Throughout the 1900’s Quaker Oats was in many businesses including Aunt Jemima pancake flour, Cap’n Crunch cereals, Fisher-Price toys, restaurants and candies. Until 1990 Quaker was still adding new products – everything from clothiers and opticians to Stokely-Van Camp, Gatorade, and Gaines dog food. A prime acquisition was Anderson Clayton & Company...
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...Article Analysis * Article Details Title: Management practices in the NHS Author: Nick Bloom and John Van Reenen Publisher: Centre Piece Winter 2009/10 * Article Summary about 200 words: This article is showing the management practices in the NHS and how we can improve the performance of the hospital within National Health Service. So that, the CEP researchers do a survey of clinicians and hospital managers that show, how well are NHS hospitals managed - and what could be done to improve this? Also the author mentioned that there is a significant different in the performance of hospitals within NHS, also the measure used and the all indicators show a wide spread of performance between hospitals. Moreover, as the author mentioned that the variation in performance parallels other parts of economy. In addition, they do a new study and they apply to hospitals a modified version of the methodology for measuring management practices that we have used successfully in the manufacturing and retail sectors. Also they do another study and they interviewed doctors and managers in orthopedics and cardiology in acute hospitals in England, using an evaluation tool that defines and scores 18 different management practices from one to five. And the author mention that they score management practices within three broadly defined areas which is Monitoring, People and Target setting. The author shows that they did an interview for 161 clinicians and managers and they got a high response...
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...Management Practices of Chevron Dwayne D. Pavelka MGT 330 Management for Organizations Instructor: Richard Allen March 9, 2015 Management Practices of Chevron There are basically five basic management practices that are implemented in the workplace for a majority of businesses: planning, leading, organizing, staffing, and controlling (Baack, Reilly& Minnick, 2014). In order for a business to maintain some decorum of profitability, the management of the company must consistently review all aspects of this practice. Chevron is a large oil and gas corporation with a global presence. With a corporation comprised of many business units, it is imperative management remain in constant motion with regard to the five basic management practices and pay strict attention to sudden shifts or changes in these particular areas. Chevron is a world leader in this industry and in order for the corporation to remain high up in the rankings of similar corporations; they must exceed the standard in all aspects of their business. Planning is high priority at Chevron. With decrease in the demand of oil and the inventories rising as opposed to being distributed to production companies to process the oil for usage as well as the production of gasoline, Chevron has found it necessary to prepare for this price decrease. While in the process of their planning, they were analyzing models with statistics and potential projections that would offer a glimpse of turn-around in the market prices...
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...HR management practices and management style Human resource management are set of organisational activities directed at attracting, developing and maintaining an effective workforce to achieve organisational objectives. The quality of management within firms is a driver of organisational productivity and also contributes to growth and competitiveness. There are many qualities that are needed to be a good leader or manager. A good manager should be able to think creatively, to provide a vision for the company and solve problems. They must be well informed and knowledgeable about matters relating to the business and have the desire to achieve great things. Managers deal with their employees in different ways. Some are strict and like to be in complete control, whilst others are more relaxed and allow workers the freedom to run their own working lives. Management styles and management practices defer depending on countries, this is seen through an analysis of differences between management practices and management styles between Australia and Italy. In Australian management style, it is not expected for managers to see themselves in any way superior to their colleagues. It adopts a consultative style of management which is inclusive of every person’s opinions and which encourages an open debate of ideas. In open meetings challenging ideas of the boss is not seen as rude or disrespectful but as a sign of a fully committed approach. Pragmatism is seen as a key attribute, getting...
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...BUSINESS MANAGEMENT DISTANCE LEARNING PROGRAM PRINCIPLES AND PRACTICES OF MANAGEMENT ( IIBM - B101 ) www.iibmindia.in www.iibmonline.com Distance Learning Education, IIBM Institute of Business Management The ultimate vision of this Institute is to ensure that all working executives and each young manager must possess the requisite research-oriented-business-acumen and the competitive managerial excellence in successfully tackling the new emerging management-related-problems of the country in the changing global scenario. Individuals who look upon education as a continuing activity and wish to enhance their knowledge in an existing discipline or acquire proficiency in a new area are sure to benefit from the offered Programs. Distance Education is an attempt to make education accessible beyond the close confines of a classroom and to make it available to those who aspire and endeavor. The pedagogy used is interactive with cutting-edge techniques and innovation. This has gone long way to strengthen skills and expertise students to meet much-needed requirement of management students; in industry or society. The Institute pioneered and offers more than 40 programs in the field of Management, Computer, Six Sigma and SAP Training certification courses. We emphasis on imparting education to various genres of the society, right from Students to Professionals and Housewives to Businessmen. At IIBM we deal in keeping this flow up and building the management education...
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...Licensed to: iChapters User Licensed to: iChapters User Management theory and practice, sixth edition Copyright © Gerald Cole 2004 The Thomson logo is a registered trademark used herein under licence. For more information, contact Thomson Learning, High Holborn House; 50-51 Bedford Row, London WC1R 4LR or visit us on the World Wide Web at: http://www.thomsonlearning.co.uk ___________________________________________________________________ All rights reserved by Thomson Learning 2004. The text of this publication, or any part thereof, may not be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, storage in an information retrieval system, or otherwise, without prior permission of the publisher. While the publisher has taken all reasonable care in the preparation of this book the publisher makes no representation, express or implied, with regard to the accuracy of the information contained in this book and cannot accept any legal responsibility or liability for any errors or omissions from the book or the consequences thereof. Products and services that are referred to in this book may be either trademarks and/or registered trademarks of their respective owners. The publisher and author/s make no claim to these trademarks. British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library ___________________________________________________________________ ISBN...
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...Examination Paper Principles and Practice of Management Section A: Objective Type (30 marks) Part one: Multiple Choices: 1. A plan is a trap laid to capture the ________. Ans.: A) Future 2. It is the function of employing suitable person for the enterprise Ans.: B) Staffing 3. ___________ means “ group of activities & employees into departments” Ans.: D) Departmentation 4. This theory states that authority is the power that is accepted by others Ans.: A) Acceptance theory 5. It means dispersal of decision-making power to the lower levels of the organization Ans.: A) Decentralization 6. This chart is the basic document of the organizational structure Ans.: C) Master Chart 7. Communication which flow from the superiors to subordinates with the help of scalar chain is known as Ans.: B) Downward communication 8. Needs for belongingness, friendship, love, affection, attention & social acceptance are Ans.: D) Social Needs 9. A management function which ensures “jobs to be filled with the right people, with the right knowledge, skill & attitude” Ans.: A) staffing defined 10. It is a process that enables a person to sort out issues and reach to a decisions affecting their life Ans.: D) Counseling Part Two: 1. Differentiate between ‘Administration’ and ‘Management’. Ans.: According to Oliver Sheldon, Administration is the function in industry concerned with the determination of the corporate policy, the co-ordination of finance...
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...Financial Management Practices Good financial management is crucial for the expansion of any business. Successfully placing finances in order means a business can work more efficiently. One of the essential challenges in health care is to manage effectively the finances of the organization. Health care is unique in the way an organization operates based on the finances. This paper will identify effective and ineffective financial management practices that can help to make a company successful. Successfully managing the finances, such as budgeting and cash flow can mean the organization will always have enough money to pay any creditors and also have enough of a profit to operate the business. Effective and Ineffective Financial Management Practices Too often managers have an understanding of their product but not the financial statements of the organization. The manager must have an understanding of what is happening within the organization. The success of the organization can only be ensured by focusing on the factors that affect the performance of the organization. Having and focusing on a plan is essential for the survival of an organization; more so in the health care world because of the many and different areas of revenue. One major area of concern in health care is the third-party payer system. Health care does not have a single billing system for all customers. Managers have to deal with rules and regulations and payment systems from many government and third-party...
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...industry in addition to competition in market is getting intense day by day. The management is required to optimally deploy its resources for enhancing profitability and growth of business. The need of minimizing to vulnerability of depending on single market is also crucial and required business expansion in different regions. It is therefore necessary for the management of the bank to strategically utilize its limited resources so that the growth of the bank can be maintained in the competitive environment. The role of management practices is crucial in ensuring the business growth but necessary to be aligned with the rapidly changing behavior of market. It was highlighted by Charles Hill & Dr. Jones (2007; pp. 335) that management enhances its skills for exploring new business opportunities and deploys its resources to fulfil the needs of market. In this regard the strategy of business is also required to be appropriate so that it can enable the management to attain its goals. These measures particularly enhance the management skills through which the influence of market environment on operations can be ascertained. It is therefore crucial for the management to adopt appropriate strategy because it helps in strategically managing the operations of bank. Through strategic management practices the growth of bank can be instigated in the market. In this project, strategic management practices of the Royal Bank of Scotland (RBS) are explored. 2. Research Questions The...
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...is no question what is expected. Approach to Change Germany’s intercultural competence and readiness for change is low, meaning that social change is difficult to bring about and the idea of it is not received with enthusiasm. The underlying belief is that change may threaten the social fabric. Approach to Time and Priorities Germany is a controlled-time culture, and adherence to schedules is important and expected. In Germany missing a deadline is a sign of poor management and inefficiency, and will shake people’s confidence. People in controlled-time cultures tend to have their time highly scheduled, and it’s generally a good idea to provide and adhere to performance milestones. Since Germans respect schedules and deadlines, it is not unusual for managers to expect people to work late and even give up weekends in order to meet target deadlines. Effective cross cultural management skill will depend on the individual’s ability to meet deadlines. Decision Making For effective cross cultural management it is important to remember that in general, subordinates do not expect their managers to seek their concurrence. They are comfortable complying with decisions. Again, this may depend upon the industry,...
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...performance and if necessary applying corrected measures so that the performance takes place according to plan.” Based on the definition of control, its following features can be identified: 1. Control is forward looking because one can control future happenings and not the past. However on control process always the past performance is measured because no one can measure the outcome of a happening which has not occurred. 2. Control is both an executive process and, from the point of view of the organizations of the system a result. 3. Control is a continuous process. 4. A control system is a co-ordinated integrated system. Control and other functions Control is closely related with other functions of management because control may be affected by other functions and many affect the functions too. Often it is said ‘Planning is the basis, action is the essence, delegation is the key, and information is the guide for control.’ 1. Planning as the Basis Planning is the basis for control in the sense that it provides the entire spectrum on which control functions is based. In fact, these two terms are often used interchangeably in the designation of the department which carries production planning, scheduling, and routing. It emphasizes that there is a plan which directs the behavior and activities in the organization. Control measures these behavior and activities and suggests measures to remove deviation, if any. Control further implies the...
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