More Then A Good Story Case Application Answer

 

Questions and answer of Case Application 1-More than a good story Question Ques tion 1. As the top ma manage nagers rs of th their eir co company mpany what ttype ype o off issu issues es mig might ht Ber Bertt and John have to deal with? Be as specific as possible, which management functions might be most important to them? Why?  Answer 1.

he number and ty type pe of issues may vary from time to time or may arise

as influenced by many factors, however, few of the issues which they might face is as tabulated under. 1.

!ssues. As the top managers of their company ny,, Be Berrt and John have to

establish the plans and goals and ma"e some big decisions, such as which mar"et do they want to develop, how much money they want to earn ne#t year, which partner they want to cooperate and so on. As the top managers of the company Bert and John might face following issues$% a.

&eadership i.

'efining 'efin ing & &eader eadership ship ( (tyle. tyle.

hough leadership may be hard to

define, but as one characteristic remain common i.e. all leaders must have the ability to ma"e things happen. hus being the top mangers they must maintain their will to control events, charting out of course and implementing with the power to get )ob done ii.. ii

using the s"ills and abilities of employees. *ons *o nsis iste tenc ncy y in in ma" ma"in ing g +oo +ood d 'ec 'ecis isio ion n. Being at the helms of  affairs they are e#pected to maintain steadiness in achieving intended goal.

b.

gois go istitic c Approach. At some point they may have e#perience of being unavo una voida idably bly ent entang angled led in fol follow lowing ing ego egoist istic ic ap appro proach ach.. h his is has to remain rem ain in con contro troll in ord order er to ach achiev ieve e the desired desired goals. goals. -ew of the factors indicating problems with an out%of%control ego are$ i. ii.

*onsistently poor morale. *onstant communication brea"downs

iiivi..

B duhisiriitniognd ioenrsgers th Aa c seocrisme m that go go so sour.

 

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v. vi. vii. viii. i#. #. #i. c.

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/igh employee turnover. *onsistently poor uality &oss of mar"et share. 0ulnerability to to co competitors. oor sales results. 'ecreasing profits from year to year. *onsistently po poor de decisions.

2otivational issue. 3o organi4ation, be it formal or casual, will get far if  its its wo wor" r"er ers s are are no nott mo moti tiv vat ated ed.. Wo Wor" r"er ers s wh who o la lac" c" fo focu cus s or ar are e uninterested in the end goal are not usually very productive, and can often undermine a leader5s efforts and authority. (ometimes, the fi# is as easy as clearly communicating the mission. Being top managers they must wor" with employees to figure out an effective incentive structure.

d.

*u *ult ltiv ivat atin ing g &e &ead ader ers ship hip A App ppro roac ach. h. Be Bein ing g at th the e to top p !t is a "n "now own n fac factt that the hardest parts of running any sort of organi4ation is ensuring th that at th thos ose e in su supe perio riorr po posi siti tion ons s ar are e ac actu tual ally ly ca capa pabl ble e of le lead adin ing g effectively.

e.

*ommunication.

 At

may ma y face face co comm mmun unic icat atio ion n

some ga gap p

point be betw twee een n

of th them em

time an and d

they

su subo bord rdin inat ate e

mana ma nage geme ment nt.. f ffe fect ctiv ive e te team amwo wor" r" de depe pend nds s on a cu cultu lture re of open open communication, where superiors and subordinates can freely discuss progre pro gress ss an and d pro proble blems. ms. mp mploy loyees ees who fee feell tha thatt the their ir bosses bosses are distant or somehow 6off limits7 have a tendency to ma"e mista"es that could have been avoided had parties felt more comfortable tal"ing to each other. f.

*re *r eat atin ing g e eam 8n 8nit ity y. Be Bein ing g &ea &eade ders rs they they are are ofte often re resp spon ons sib iblle fo for  r  helping build unity between staff members. !t can ta"e a bit of time for  wor"ers to develop trusting relationships with one another, and the role of a supe perv rvis isor or or  managers is to se sett th the e pr prop ope er fr fram amew ewo or" to encourage these relationships to grow.

9. 2o 2ost st iimp mpor orta tant nt m man anag agem emen entt fu func nctio tion. n. h her ere e ar are e fi five ve b bas asic ic ffun unct ctio ions ns ttab abul ulat ated ed as under$

 

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a. Planning.

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his h is fu func ncti tion on invo involv lves es ma mapp ppin ing g ou outt e# e#ac actl tly y ho how w to

achieve a particular goal. b. Organizing Organizing.. After a pla plan n is in plac place, e, a mana manager ger nee needs ds to orga organi4e ni4e he her  r  team and materials according to her plan. Assigning wor" and granting authority are two important elements of organi4ing. c. Staffing Staffing..

After a manager discerns his area:s needs, he may

decide to beef up his staffing by recruiting, selecting, training, and developing employees. d. Leading.

 A manager needs to do more than )ust plan, organi4e,

and staff his team to achieve a goal. /e must also lead. &eading involv inv olves es mot motiva ivatin ting, g, co commu mmunic nicati ating, ng, gui guidin ding, g, and en encou courag raging ing.. !t re reu uire ires s th the e ma mana nage gerr to co coac ach, h, as assi sist st,, an and d pr prob oble lem m so solv lve e wi with th employees. e. Controlling Controlling.. Afte Afterr the the othe otherr elem elemen ents ts ar are e in pl plac ace. e. /e ne need eds s to contin con tinuou uously sly ch chec" ec" res result ults s aga agains instt goa goals ls an and d ta" ta"e e any co correc rrectiv tive e actions necessary to ma"e sure that his area:s plans remain on trac". ;.

All All ma mana nage gers rs a att al alll lev level els s of e eve very ry o org rgan ani4 i4at atio ion n pe perf rfor orm m th thes ese e fu func ncti tion ons, s, b but ut iin n

this particular case Controlling  would be the most important function, which gives the basic drive to run the business. Because &ife is good company is a mature company, which has mature rules, middle managers and first line managers. !t also has mature mar"ets. As the top managers, the most important function is controlling now.

Question Ques tion 9. 8sin 8sing g desc descriptio riptions ns from th the e case case,, descr describe ibe Ber Bertt and Jho Jhon5s n5s ma manage nagerial rial style. Would this approach wor" for other organi4ations? Why or why not?  Answer 9.

Bert and John5s managerial style is managing people who ta"e action.

!t can wor" for other organi4ations as well. -or Bert and John, they set up the motto and an d en enha hanc nce e the the co comp mpan any y5s cu cult ltur ure e to let let em empl ploy oyee ees s fe feel el th them emse selv lves es to be constructive parts of the company.

 

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Questi Que stion on ;. /ow d do o yo you u thin thin" " the c comp ompany any5s 5s mo motto tto 66Do Do what you like, Like what you do7 do7 might affect how mangers manage? Be specific.  Answer ;.

he motto 6'o what you li"e. &i"e what you do.7 might affect that which

"ind "ind of em empl ploy oyee ees s th the e ma mana nage gers rs wa want nt to hi hire re an and d ho how w th they ey en enco cour urag age e th thei eir  r  employees to wor" hard. he motto is a "ind of company5s culture. And it can help employees to identify the company. !t can be claimed that the motto Do what you like. Like what you do  wor"s as a catalyst in the positive growth of the company company.. Question Ques tion