INTERNATIONAL MANAGEMENT

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AEREN FOUNDATION’S                                                                              Maharashtra Govt. Reg. No.: F-11724

AN ISO 9001 : 2008 CERTIFIED INTERNATIONAL B-SCHOOL

 

                                                SUBJECT - INTERNATIONAL MANAGEMENT

NO. 1

International Case : Woman CEO

Manages by the Textbook

Question :

Q. 1. Why was Ms. Bellisario a muc– sought – after CEO ? What was her careerpath ?

Answer:The demand for managers with an international background is great. Consider Marisa Bellisario who was one of the most sought-after executives in Europe. She was the first woman to head a major industrial firm in Italy, the state – controlled ITALTEL SocietaItaliana. This company is the biggest Italian firm making telecommunications equipment. Bellisario’s background, however, is international. After receiving her degree in economics and business administration from Turin University, she worked at Olivetti in the electronics division. When Olivetti sold its date processing unit to General Electric, she spent time in Miami working on GE’s worldwide marketing strategy for computers. She left GE to head corporate planning at Olivetti. As the CEO at ITALTEL, she turned the company around, showing a small profit. (The firm had experienced huge losses in the

Q. 2. What special problems may she have encountered as a woman heading amajor company in Italy?

Answer: Two recent studies, published in April 2000 and March 2001, highlight the very low representation of women in managerial and senior positions in the private and public sectors in Italy, compared with the situation in other EU countries. The reports examine how and why women are excluded from career advancement, and propose measures to address this discrimination.Research and studies about the employment situation in Italy do not often take into consideration gender aspects. The lack of such data makes it very difficult to deal with employment and social issues from the gender point of view. The lack of attention paid to

Q. 3. If she was successful managing by the textbook, why do some managersstill think thatmanagement cannot be taught ?

Answer: We have always known that we have a very tricky commercial situation when the buyer can’t determine quality in advance and the cost of failure is high. These situations tend to attract regulation — whether in air safety, drug approval, food inspection or, no doubt, deep-sea drilling. Now, if a product/service in this situation is delivered by an identifiable individual practitioner, it tends to become a regulated profession. Doctors are regulated professionals because if they screw up, people die and we know exactly who was responsible for the failure (or we think we do!).

In contrast, we don’t think of insurance agents as professionals, because the entity responsible for potential failure is the insurance company (if it doesn’t have the capital to cover your insurance claim in the future), not the agent. So while there are some

NO.2

International Case : Coke’s European Scare

Question :

Q. 1. What are the management issues in this case ?

Answer:The major issue faced by coke was wrong and late anticipation of a problem that led to disastrous consequences. Also, the company’s hard earned goodwill was at stake due to poor communication and a lax approach in dealing with an issue of high priority. Coke faced serious issues inside the organization which was the lapse in quality control that contaminated the CO2 content. Coke’s myopic outlook towards the issue made it lackadaisical in dealing with it.

In June 1999, Coke experienced its worst nightmare a

Q.2. What did Coke do and what could have been done differently?

Answer:What should have occurred? What should occur in future situations? It would be a logical inference to suggest that Coca-Cola’s decision to change its formula and market “New Coke” to the American population was nothing short of a complete failure. “On 23 April 1985 New Coke was introduced and a few days later the production of original Coke was stopped. This joint decision has since been referred to as ‘the biggest marketing blunder of all time’” (Bhasin, 2010). But to completely dismiss the fact that Coca-Cola was losing market share to Pepsi-Cola, as well as other products that they themselves were producing (Diet Coke), would

Q.3. What are the key factors that were or should have been considered bymanagement ?

Answer:As the project manager you are ultimately responsible for delivering a successful project. The buck stops with you, so it is in your interest to ensure relevant tools and techniques are deployed to make this happen. Some of the following may sound obvious but I encounter these basic mistakes month in month out with project managers scratching their heads wondering how and why it all went wrong.

Business Case:Ensure that there is a strong business case, with high level support, that everyone can buy into. The business case is the justification for the project and should list the expected benefits. This is something everyone involved in the project can focus on and the reason why the project is taking place. Projects move us from one state to another

NO.3

International Case : The Restructuring of Daimler-Benz

Question :

Q. 1. What is your assessment of Daimler-Benz’s operations in many differentfields ?

Answer: Daimler-Benz AG was a German manufacturer of automobiles, motor vehicles, and internal combustion engines; founded in 1926. An Agreement of Mutual Interest - which was valid until 2000 - was signed on 1 May 1924 between Karl Benz's Benz & Cie., and Daimler MotorenGesellschaft, which had been founded by Gottlieb Daimler and

Q.2. Should the various Groups operate autonomously? What kinds ofactivities should be centralized?

Answer:Yes. Various Groups should operate autonomously.

Similar to an individual with autonomy at work, an autonomous work group is a team of employees granted autonomy or independence over the work they do within an organization. This autonomy includes independent decision-making related to a specific work function, project or job and independent freedom to assign individual members specific tasks within the group.

Basics: Autonomous work groups have become increasingly prevalent in the latter part of the 20th century into the 21st century. This has taken place

Q. 3. Daimler-Benz is best known for its Mercedes-Benz cars. Why do you thinkDaimler bought AEG in the first place, and why did the company venture intoAerospace and InterServices ?

Answer: Best known as the manufacturer of the luxurious Mercedes-Benz, Daimler-Benz AG is Europe's largest commercial truck producer and makes more heavy (over six-ton) trucks than any manufacturer in the world. As the owner of three huge conglomerates, purchased in the mid-1980s, the company also produces everything from fighter bombers to vacuum cleaners. Acquisition of the conglomerates made Daimler-Benz the largest industrial company in Germany and the nation's second-largest defense contractor. The roots of this company go back to the mid-1880s and two engineers, Carl Benz and Gottlieb Daimler, who are cited by most authorities as

Q. 4. Given the apparent mistakes in acquiring nonautomotive businesses, whatshould JurgenSchrempp do now?

Answer: In 1994 Mercedes-Benz initiated a sweeping reorganization that included manufacturing more car parts outside Germany, appealing to younger buyers through radically different U.S. advertising, and developing more of the smaller, C-Class Mercedes or Baby-Benz models, as well as sport-utility vehicles and minivans built at the new Alabama plant. Near the end of the year Mercedes announced plans for a micro-Mercedes, a four-seat, four-door version of its luxurious A-Class car to be marketed to Americans as a "city" car for under $20,000, while an

NO.4

International Case : Profiles of Two Visionaries – Bill Gates & Steve Jobs

Questions :

Q. 1. How did Bill Gates and Steve Jobs differ in their leadership style ?

Answer:Leadership is “the process of influencing an organized group towards accomplishing its goals”. (Hughes, Ginnett and Curphy, 1993, p.6) This assignment is based on two successful business leaders and their contribution to the world. This document compares the Vision, Leader Follower relationship, Power to influence the Followers and Leadership Traits of both the business giants. And this concludes with a conclusion of who is effective in comparison. Entrepreneur-cum-Leader William Henry "Bill" Gates III, born on 28th October 1955 in Seattle

Q. 2. Compare and contrast the managerial practices of Gates and Jobs.

Answer: Bill Gate’s leadership is participative style because he involves his subordinate in decision making. He is a flexible person and he recognized his role was to be visionary of the company. Whenever needed he bring professional manager for managing and well structure of the organization? Gates is a strong and energizing person his enthusiasm, hardworkingnature, judgment skills reflect his personality. His motivating power and involving his friends to working with him became the success of Microsoft. On the other hand, Steve Job’s leadership is autocratic style, because he centralizes the authority, he never given a chance to subordinate to involving decision making

Q. 3. What do you think about the future of Microsoft and Apple Computers ?

Answer:There was an announcement that should have caused tech investors to do a double take: Apple passed Microsoft's value to become the new king of tech. That's right: Apple's market cap is now $240 billion, while Microsoft, yesterday's standard-bearer, is sitting at $235 billion. If you're not immediately shocked, you may want to look back at the start of this millennium. Back in 2000, Microsoft was worth around $500 billion and Apple was picking at the edges with $16 billion, even sinking as low as $4 billion at its post-dot-com-bubble lows.Over the past

NO.5

International Case : Committee Management at the University of California

Question :

1. How would you like to be reviewed for appointment or promotion by thishierarchy of committees ?

2. What strengths or weaknesses do you see in this procedure ?

3. Assuming that you see certain weaknesses and perhaps dangers in thiskind of committee management, what do you suggest be done ?

NO.6

International Case : Could The ChallengerAccident have been Avoided?

Question :

1. What can you learn from this disaster that may be relevant to yourorganization or an organization you know ?

2. What do you think was the cause, or were the causes, of the Challengerdisaster ?

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