7. Which of the following is identified by Mintzberg as a building block of organisational structure? Ideology Standardization of outputs Direct supervision Mutual adjustment
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7. Which of the following is identified by Mintzberg as a building block of organisational structure?
- Ideology
- Standardization of outputs
- Direct supervision
- Mutual adjustment
8. Sue is a shareholder in Foley plc, a listed company which has recently published its financial statements. Of all the factors that affect Foley plc’s financial position, Sue is primarily interested in the information the financial statements give her about the economic resources that the company controls.
- Foley plc’s likely success in raising new equity in the market
- Foley plc’s ability to generate cash in the future
- Foley plc’s capacity to adapt to changes in its operating environment
- how Foley plc will distribute future profits among stakeholders
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- The chief advantages of a centralized organizational structure include Copyright © by Glo-Bus Software, Inc. Copying, distributing, or 3rd party website posting isexpressly prohibited and constitutes copyright violation. O having a small number of top-level managers micromanage the business by (1) requiring lower-level subordinates to obtain top management approval before taking action on their own and (2) personally making most decisions themselves. O a virtual guarantee of arriving at the "best" decision from the standpoint of the company as a whole. O speedy decision-making-because the manager-in-charge of an organizational unit has the authority to decide what to do without consulting others (there is no requirement to spend time gathering and processing information from others). O faster implementation of new ideas for doing things better and increased ability to reduce the layers of managerial bureaucracy. Omaking it easy to know who is accountable when things do not go well and…MANAGERIAL ECONOMICS 7. Make a complete description of the various risks and uncertainties faced by the company and ways to overcome them; give 2 (two) concrete examples of business decisions that anticipate risks and uncertainties!James Park has been hired as the new CEO by the board of directors of GoSportsInc., a large national sporting goods retailer, which has been battling economic andinternal issues over the previous years. Despite Park’s experience at the helm oflarge companies in need of profound strategic and structural change, in his newposition at GoSports he has been “butting heads” with a powerful collective ofexecutives unhappy with the hire and threatened by the new CEO’s accolades. Tocomplicate matters, rumour has it that the decision to hire Park was far fromunanimous, with various factions vying for control in the company, waiting for achance to fill the power vacuum a quick departure by Park would leave behind. Aftertwo weeks with the company, Park is called before the board of directors to report onthe progress made and how he plans to return GoSports to its former glory.Required:A. If you were in James Park’s position, highlight the key issues you would highlightin your report to the Board…
- ABC ELECTRIC COOPERATIVE, INC. : Masquerade Right after Engr Ace Puno finished his electrical engineering course at FRONT University in 2000, he was hired as an employee of the National Electrification Administration (NEA). He was assigned to handle jobs in the various units of NEA until his promotion to Chief Planning Officer in 2008. His main function was to supervise the planning activities of his unit. Three engineers and two other employees reported directly to him. His performance was rated very satisfactory. Engr Ace Puno attended training sessions of various kinds including those for management. He finished his MBA course in 2010. When the position of general manager of the ABC ELECTRIC COOPERATIVE, INC. Became vacant in January 2011, he was nominated by NEA. He got the post in March 2011. Aware of the many problems besetting the cooperative, he immediately went to work. When Engr Ace Puno called the key officers of the cooperative to a meeting, he was appraised of the…Which among the following is one of the advantages of the McKinsey 7S model 1 It is considered a long-term modelWith the changing nature of businesses, it remains to be seen how the model will adapt. 2 It seems to rely on internal factors and processes and may be disadvantageous in situations where external circumstances influence an organization. 3 It is considered a longstanding theory, with numerous organizations adopting the model over time.Explain how operating decisions of management may be affected by the probability of the firm`s technical insolvency and why the magnitude of the influence may depend on whether management is more self-interest-oriented or more shareholder-oriented.
- Which ONE of the following is not a valid difference between executive and non- executive directors? Select one: O 1. Executive directors work full-time, whereas non-executive directors work part-time. O 2. Executive directors tend to be paid considerably more than non- executive directors. 3. Executive directors are involved in the management of the company, whereas non-executive directors are not expected to be involved in management. 4. Non-executive directors should be independent, whereas the executives will usually not be.Which of the following statements is true about the positions indicated on the organisational structure below: Board of Directors Financial Advisor Assistant to MD Manager Division-A Managing Director Manager Division-B Human Resource Manager Legal Advisor Manager Division-C A. The Human Resource Manager holds Staff Authority OB. The Financial Advisor has line authority OC. The Managing Director holds Staff Authority. OD. The Board of Directors constitute members of first-line management Clear my choiceCase: Developed Today, Gone Tomorrow A large Midwestern firm maintains an organizational policy of promoting individuals growth. By offering generous allowances for costs associated with tuition, books, and miscellaneous expenses, employees are supported in their efforts to further their education at the college or training school level. This program is also offered to employees whose goals are graduate-level education, if their fields are ones that could be advantageous to the corporation. The computer programming department has a high rate of participation in the educational support program. It is generally accepted that this high rate is due to the above-average aptitudes of the personnel in the department has its own in-house set of training courses and purchases “space” in various seminar classes. These programs are geared to making the employee significantly more valuable to the department. The managers in the programming department have been very proud of the…
- The Benefits and Costs of Decentralized Decision Making. Whole Foods Market, Inc. (now a part of Amazon.com, Inc.) is a chain of grocery stores emphasizing natural and organic products. Starting out with a single store in 1980, the company has grown to over 400 stores in North America and the United Kingdom. As a part of the corporate culture, local and regional managers had wide discretion on sourcing and operations. Such discretion can lead to increased costs in the form of administrative duplication. Recently, Whole Foods "is whittling away at some of that autonomy in an effort to reduce costs and boost its clout with suppliers." One way the company will do this "is shifting more responsibility for buying packaged foods, detergents and other nonperishable items for the more than 430 stores to its Austin, Texas, headquarters." At the same time, the company recognizes the benefits to decentralized authority. While taking duplication out of the system, the company wants to retain the…Nicole is a manager in Worsall plc's financial reporting team. No finance function staff report to her. she has the authority to require compliance information for a range of managers in other functions and advise them on issues that arise. she also has the authority to direct them on actions to take where they are not compliant with company or external regulations. Nicole's types of authority indicate that she is aa/ protect managerb/ functional managerc/ staff managerd/ line managerTrue or false? Stakeholder management practice ultimately is about valuing stakeholder contributions to a fırm, no matter how significant, inspired, or influential that contribution might not be.
