MBA ( Business management function) Essay Example

was circulating that the company may be unable to fulfill their contractual obligations due to technical problems with the plant. This created concerns that a major order would be cancelled and the plant would be closed temporarily. The foreman and workers were both affected by this period of agitation. Three workers separately approached the foreman to ask about the reasons behind external engineers visiting the plant.

While working, an employee inquired with their foreman about potential layoffs within the plant. The foreman was unable to provide any information, leading to rumors amongst the workers about possible job cuts and layoffs. Consequently, anxiety spread among the workers and their productivity decreased. Eventually, they approached their union leaders seeking guidance on the matter of potential layoffs and retrenchment.

Union leaders criticised the management's approach, threatening a strike if any workers were laid off. The production manager responded to news of decreased productivity and the strike threat by visiting the plant and speaking with senior workers and the foreman. During this visit, a union officer questioned when some employees would be let go. The foreman explained that there had been a notice to conserve power after outside engineers visited, as well as rumors of a major order's cancellation and potential layoffs. This information surprised and troubled the production manager.

During the course of the day, he questioned the foreman, “You didn't convey this information to the workers, did you?” However, the foreman remained silent. In a subsequent meeting, the production manager called together union office holders and workers, and requested the foreman's attendance. During this gathering, the production manager outlined the intentions of visiting exterior engineers.

The engineers were requested

to observe the current machine layout and create a plan for installing new equipment. The request to turn off motors and lights during lunch break was due to a power shortage and not connected to the engineers' visit. While one order had been cancelled because of issues at the buyer's plant, there would be no layoffs as the company had secured a larger order and intended to hire more staff. Despite these explanations, workers remained unconvinced, leading to the union announcing a one-day protest strike with the production manager after two days. What caused these problems within the organization?

Task: Imagine that your marketing agency has joined hands with a manufacturing company. You have been asked to provide introductory managerial training to the engineers of the subsidiary company's research and development department. Your role is to advise the production manager on the subsequent actions to be taken.

Your boss has requested an overview of the materials you will be providing the engineers to ensure all necessary issues are covered. Additionally, as a result of the merger, the two companies now form a systematic arrangement of people working together towards a specific purpose. This new entity can be referred to as a business unit.

One aspect of learning for engineers is understanding the role of directors in organizations. These are the people who guide the activities of others in multinational companies, organizations, and holding companies.

Engineers should understand that supervisors can often be called managers, subordinates, or line workers. This is another important fact for them to learn.

a. Middle managers, b. Top managers, c. Project leaders, and d. First-line managers make up the managerial group. However, many engineers within

this group are unsure of the specific roles and responsibilities of managers.

According to the training materials, the responsibility of a manager revolves around assisting others in achieving their work objectives (c), instead of carrying out administrative tasks (a) or pursuing individual success (b).

One argument for social responsibility suggests that businesses can reduce government regulation by practicing social responsibility. This belief is based on the idea that businesses that are socially responsible may discourage further government regulation and protect stockholder interests by supervising groups instead of individual employees.

Shana, a business expansion director, aims to identify potential locations and suggest ways for her company to proceed with its planned expansion to Europe. The options include keeping the head office in the US and sending representatives as needed or setting up separate facilities abroad and hiring local managers. If they open another company in France but retain US-based management, it would be categorized as such.

Four entities are listed: a transnational corporation, a multinational company, a regional trade alliance, and d.

Shana's company would be considered a multinational corporation if it decides to open a completely new operation in Germany, tailoring the company to local customs and marketing strategies and hiring local managers as a joint venture.

A company that eliminates country-designated locations and reorganizes based on industry groups would be considered a borderless organization, regional trade alliance, or transnational corporation. Shana is considering this strategy for her own company.

Shana's company's business plan includes the sections of borderless organization, strategic partnership, global business alliance, and multinational corporation. Among these, there is a specific focus on strategic alliances and joint ventures.

It is probable that this section pertains to the stage of the

organization's worldwide business expansion, which includes legal, middle, and final stages.

Preliminary10: Classical management thinkers employ several approaches, including the "it all depends" approach, the use of quantitative decision-making tools, and the search for the best way to accomplish something.

It is important to recognize that people are the most complex and significant resource in an organization. The Hawthorne studies were pivotal to various approaches, including classical methods.

Management encompasses various approaches, such as human relations, administrative, and quantitative ones, which use techniques like models, simulations, and queuing theory.

a. Classical, b. Quantitative, and c. Bureaucratic organization.

Modern13. One statement that does not accurately represent the characteristics of contingency theory is that managers should utilize all past theories to analyze and solve problems.

b. Scientific management should be the initial method for all management issues, while the contingency approach is an integrative strategy. Managers must maintain flexibility and consider alternatives and fallback options when defining and addressing problems.

Within a rapidly evolving atmosphere, the best means for enhancing product quality would be through one of the following methods:
a) Kaizen
b) Bureaucracy
c) Reengineering

Management science states that the initial stage in a manager's decision-making process involves defining the problem, identifying limiting factors, and developing potential alternatives.

To make a decision while facing imperfect resources or uncertainty, it is essential for a manager to have a system for control and evaluation. This system helps the manager understand the problem and the available alternatives before making a decision.

certainty17. The Delphi technique, a decision tree, and brainstorming are all quantitative techniques for decision making that provide a comprehensive overview of potential alternative decision paths.

The process of generating multiple

ideas to help a manager solve a problem is known as the Delphi technique.

Strategies for creating a better decision-making environment include out-of-the-box thinking, brainstorming, and the nominal group technique. However, option A is not considered an important strategy for managers.

The proactive reasons for a business to become international include encouraging others to make decisions, being prepared to try new things, relying solely on oneself or herself, and recognizing the value of quality information. One reason that is not proactive is economies of scale.

Common characteristics of multinational corporations include: searching for new customers, remaining competitive, and needing raw materials and other resources. Which aspect is not commonly associated with multinational corporations?

A multinational company's strategies include creating foreign affiliates, which can be owned or jointly held, standardizing the product and marketing it globally, and viewing the world as the market. Additionally, locating affiliates in developed countries is also important. The stability of a country's currency and availability of raw materials and supplies are major concerns for a multinational company in its business environment.

23. The factors that could impact a situation can be categorized as political, legal, economic, and sociocultural.

Which of the statements below best describes planning for the international manager?

1. It is less complicated for the international manager than for their domestic counterpart.
2. It is more complicated for the international manager than for their domestic counterpart.
3. There is no difference in difficulty between planning for domestic and international operations.

d. Only host-country personnel are responsible for planning, whereas the sociocultural dilemma encountered by international managers is described by which of the following? a.

Acquiring knowledge of the culture in the host country is crucial

for international managers. This often requires them to apply for citizenship.

The international manager needs to be mindful of the differences between both the home- and host-country cultures. Understanding the culture of the host country is not enough; the manager must also comprehend how this culture varies from their own. In terms of leadership traits, various studies have revealed certain qualities to be effective.

Common attributes of leadership include universality, absence of a definitive list of successful traits, and shared traits, skills, and behaviors.

Successful leaders tend to share similar personalities, and the autocratic leadership style is least linked with which type of power? (Question 26)

Referent b, expert c, formal d, and nonconforming 27.

Coaches who listen to player suggestions and feedback during game intermission show what type of leadership? Is it free-rein, autocratic, general, or participating? Additionally, the contingency, path-goal, and life-cycle theories of leadership are considered.

Autocratic, organizational, and situational are the three classifications

What type of leaders are associated with attributes such as vision, charisma, integrity, and symbolism? They are deemed unrealistic, with these traits being part of their characterization.

The types of motivational theories are contingency, informal, transformational, and transactional. These theories are referred to as process theories as they highlight the needs that drive individuals.

Goal-setting, content, and other related theories.

Within path-goal theories, there are several factors to consider. One type of factor is hygiene factors. Among the options listed, the work itself does not qualify as a hygiene factor.

The text states that there are three factors to consider: salary, company policies, and working conditions. These factors are presented in a HTML paragraph tag.

32. Alderfer's ERG theory states that existence needs encompass both the desire for

fulfilling relationships with others as well as the drive to achieve one's potential.

Expectancy theory asserts that motivation intensity is determined by the achievement of competence and a person's well-being.

It is challenging to ascertain, and it is inversely related to the perceived benefits.

The relationship between perceived or expected rewards and job satisfaction is either direct or inverse. If a manager redesigns a job to add more tasks but does not improve their quality or challenge, this is an example of utilizing job depth.

b. Job rotation, c. Job enrichment, d.

Job enlargement involves increasing the variety of tasks a worker performs. For a group to qualify as a team, it must have a minimum of two members.

The requirements for member participation include regular interaction, coordination of work, and a shared objective. Option D encompasses all of these requirements. 36.

Product development teams or project teams are the designated groups in an organization designed to fulfill a specific task.

37. The performing stage of group development involves the team members working together to resolve conflict, establish unity, and clarify individual roles. This can be achieved through quality teams or process teams.

b. storming.
c. forming.
d.

The lack of flexibility is a drawback of teams.

The attainment of synergy is connected to the expenses and dedication involved in team training.

Which conflict resolution strategy does a manager adopt by deciding to overlook a conflict situation - Compromise, Collaboration, Appeal to a superordinate objectives or Avoidance? Moreover, the term used for thoroughly examining all positions within an organization is:

Job evaluation, job description and job analysis are all important aspects in evaluating a job.

The job specification falls under category d.