SUB : GENERAL MANAGEMENT

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STUDENT NAME

ENROLLMENT NO.

PROGRAM NAME

SUBJECT NAME

SUBMISSION DATE

SUB : GENERAL MANAGEMENT

Marks : 80

N. B. : 1) Attempt any Four Cases

2) All questions carries equal marks.

CASE NO. 1

TRI – STATE TELEPHONE

Questions:

Question.1. Who are the stakeholders in this case ?

Answer:The major stakeholders are the customer who dictates the operation of the business. John Godwin, chief executive of Tri-state Telephone, leaned back in his chair and looked at the ceilings. How was he ever going to get out of this mess? At last night’s public hearing, 150 angry customers had marched in to protest Tri-State’s latest rate

Question.2. Which stakeholders are most important ?

Answer:Customers are the most important stakeholders. They are the backbone of Tri-State Telephone,they are the reason for the existence of the business.A stakeholder in a business is any individual or group with an interest in the decisions made by that company. Some of BT's stakeholders are internal to the business, such as its employees. Some are external to the business, such as BT's customers. The CEO and his or her executive team have to satisfy and balance the demands of various parties. Sometimes these demands are in conflict and one has to be prioritized over another. So what is the pecking order among the company’s stakeholders? When it comes to the crunch whose needs should be met first? Here

Question.3. What are the critical trends in Tri – State’s environment ?

Answer:Tri-State Telephone has experienced a dramatically change since the divestiture of AT and T. The rapid change in technology, evidenced by the introduction of cellular phones and theirinnovative uses has threatened the industry where Tri-State Telephone belongs. In addition, acase was raised against the company by their elderly customers with rate issue as the major matter.

In addition, technology was changing rapidly. Cellular telephones, primarily used in cars, were now hand held and could be substituted for standard phones. Digital technology was going forward, leading to lower costs and requiring

Question.4. Why do you think Tri – State’s customers are so upset ?

Answer:Tri-States customers where upset because of the recently proposed plan by the company regarding the pricing system of the service. The senior manager of the company failed to anticipate the possible response of some groups who used phone with notable frequency.

Tri-State Telephone operated in three states and had sales of over $3 billion. During the last five years, the company had experienced a tremendous amount of change. In 1984, the AT&T divestiture sent shock waves throughout the industry, and Tri-State Telephone had felt the effects, as pricing for long distance telephone service changed

Question.5. What should John Godwin do ?

Answer:John Godwin must have analytical and rational market segmentation. He must group his market or customers based on their frequency and offer a specific pricing plan per market segment. By this, he can diversify his service offerings without compromising the welfare of the customers.

Godwin’s company has recently proposed a new pricing system whereby users of local telephone services would simply pay for what they used

CASE NO. 2

FRESH IDEAS AT FRESH FIELDS

Questions:

Question.1. What economic and social factors should Fresh Fields managers watch ?

Answer:Economically fresh manager should know the terms and economic structure of the area .And socially strong fundamental factor should be there in his or her mind.With the collaboration of both social economy, the manager bound to get success.Fresh Fields may be a supermarket, but what it's super at selling is its image: "Good for you foods."

Question.2. Suppose you manage a local supermarket and Fresh Fields comes totown. How would you reinvent your organization to meet thechallenges posed by Fresh Fields ?

                                                                                                                                                                      

Answer:The economic development, competition and the need for planning and coordination of large and complex projects have forced innovation in management theories and techniques. This need has created a space for a new position in the organogram of traditional organizations. This new post is for managing unique tasks of projects which are not similar to business-as-usual. A project defined as “a temporary endeavour undertaken to create a unique product, service, or result”. This means that the project must be completed within

CASE NO. 3

RESPONDING TO ALLEGATIONS OF RACISM :

FLAGSTAR AND THE PLEDG

Questions:

1. How would you describe the organizational culture at Flagstar ?

2. How does Flagstar deal with diversity ?

3. What challenges could Flagstar face in its near future ?

CASE NO. 4

DISNEY’S DESIGN

Questions:

Question.1. What environmental factors influenced management style at Disney ?

Answer:The Walt Disney Company is heralded as the world’s largest entertainment company. It has earned this astounding reputation through tight control over the entire operation : control over the open – ended brainstorming that takes place 24 hours a day ; control over the engineers who construct the fabulous theme – park rides; control over the animators who create and design beloved characters and adventurous scenarios ;

Question.2. What kind(s) of organizational structure seem to be consistent with“Dream as a Team” ?

Answer:People at the company have adopted the phrase “Dream as a Team” as a reminder that whimsical thoughts, adventurous ideas, and all – out dreaming are at the core of the company philosophy. The over all control over each department is tempered by this concept. Disney managers strive to empower their employees by leaving room for their creative juices to flow. In fact, managers at Disney do more than encourage innovation. They demand it. Projects assigned to the staff “ imaginers” seem impossible at first glance

Question.3. How and where might the informal organization be a real asset atDisney ?

Answer:Current Disney leader Michael Eisner has established the “Dream as a Team” concept. Eisner realized that managers at Disney needed to let their employees brainstorm and create with support. As Disney president Frank Weds says, “If a good idea is there, you know it, you feel it, you do it, no matter where it comes from.”

CASE NO. 5

“ THAT’S NOT MY JOB” – LEARNING DELEGATION ATCIN-MADE

Questions.

Question.1. How were principles of delegation and decentralization incorporatedinto Cine – Made operations ?

                                                                                                                           

Answer:When Robert Frey purchased Cin – Made in 1984, the company was near ruin.   The Cincinnati, Ohi-based manufacturer of paper packaging had not altered its product line in 20 years.  Labor costs had hit the ceiling, while profits were falling through the floor.   A solid quarter of the company's shipments were late and absenteeism was high.  Management and workers were at each other's throats.

Ten years later, Cin – Made is producing a new

Question.2. What are the sources and uses of power at Cin – Made ?

Answer:Cin-Made Packaging Group is celebrating its centennial this year. But to survive, let alone thrive, through the 20th century, the South Cumminsvillecompany was forced to reinvent itself in ways that might provide a glimpse of 21st-century business trends.

Founded in 1902 by Frederick Zumvorde, the Cincinnati Mailing Device Co. manufactured mailing tubes and paper cores. Although its name changed several times through the years, the company continued making paper-based containers. If Cin-

Question.3. What were some of the barriers to delegation and empowerment at Cin –Made ?

Answer:Our perceptions about work and the way we are part of it need to change.   These are thelessons in management that can be learnt from the Cin-Made experience.

a.      Transparent management policies are the call of the day

b.      Managers must lead by example rather than simply lecturing and ordering theemployees.

c.      Any status quo achieved or stagnation point reached by way of policies being inplace for long term must be challenged and remedied

Question.4. What lessons about management in a rapidly changing marketplacecan be learned from the experience of Cin – Made ?

Answer:Cin-made must have some lessons that can be applied to the marketplace. Williams is just one example of how job roles and duties have been redefined throughout Cin-Made. Joyce Bell, president of the local union, still runs the punch press she always has, but now also serves as Cin- Made's corporate safety director.  The company's scheduling team, composed of one manager and five lead workers from various plant areas, is charged with setting hours, designating layoffs, and deciding when temporary help is needed.   The

CASE NO. 6

HIGH-TECH ANSWERS TO DISTRIBUTION

PROBLEMS AT ROLLERBLADE

Questions:

Question.1. With retailers as their primary customers, what customer competitiveimperatives could be affected by Rollerblade’s inventory problems ?

Answer:When a manger finds that demand exceeds inventory, the answer lies in making more goods. When a manager finds that inventory exceeds demand, the answer lies in making fewer goods. But what if a company management finds that they just do not know which situation applies?

This is the situation that recently confronted management at Rollerblade, the popular skate manufacturer based in Minnetonka, Minnesota. Rollerblade has been one of the leading firms in the fast growing high performance roller skate marketplace, it matters a great deal for Rollerblade managers whether demand and

Question.2. How appropriate might a just – in – time inventory system be for aproduct such as roller skates ?”

Answer:Rollerblade was in a bind. The product literally could not be shipped out the door. The managers found that workers were not able to ship products because, as a result of poor storage structures, they could not find the products. Once they were found, overcrowded aisles, in addition to other space constraints, still

Question.3. What opportunities are there fore Rollerblade managers to seethemselves as selling services, instead of simply roller skates ?

Answer:The answer for Rollerblade was found in technology. High-tech companies have introduced a collection of computer simulations, ranging in cost roughly from $10,000 to $30,000, that assist managers in generating effective facility designs. With the help of layout Master IV simulation software, developed by NRM, Rollerblade Management was able to implement a new distribution design. As a result of the distribution improvement,

Dear students get fully solved assignments

Send your semester & Specialization name to our mail id :

“ help.mbaassignments@gmail.com ”

or

Call us at : 08263069601