ch 4 homework

Companies often use ______________ to create long-term strategic plans for the organization.

a SWOT analysis

The customer who purchases the product from Zappos would be called

an external customer.

Rosetta Stone got really good at selling $1,000 CDs. The rest of the world had moved to the Internet. Matt Hulett had to get Rosetta Stone to

embrace change.

Zappos trains, educates, and gives its employees the knowledge to make decisions in the workplace. This philosophy is referred to as

enabling

2. Leader who maintains individual control over all decisions and accepts little input from subordinates. 5. Leader who involves subordinates in goal setting, problem solving, and decision making. 1. Leader who favors autonomy and allows group members to make decisions and take action as needed. 6. Long-term, measurable accomplishments to be achieved by the firm within a specified time frame. 4. Written declaration of purpose that affirms the highest priorities of the organization. 7. Statements of short-term, specific outcomes that are to be achieved by the firm. 3. The full, accurate, and timely disclosure of pertinent information to stakeholders of the firm. 8. The answer to the question, "Why does this organization exist?"

1. Free-rein leader 2. Autocratic leader 3. Transparency 4. Mission statement 5. Democratic leader 6. Goals 7. Objectives 8. Vision

1. Ava: Motivates employees to accomplish organizational goals. 2. Chloe: Chloe is the CEO of a small textile company. She rewards the top employee each year with a Star Performer Award. 3. Kelly: She is responsible for employee understanding of routines and policies. 4. Matthew: Matthew carefully places employees in departments where they will be most effective and have the greatest impact on productivity. 5. Michelle: Michelle is charged with developing strategies for Toyota to replace all recalled accelerator pedals. 6. Paul: Paul determined that he needs 100 new employees to meet the customer demands in his new IT consulting firm. 7. Santiago: Santiago realized that Jared was not performing to standard. He put Jared on a performance improvement plan. 8. Tomasz: Tomasz is a line supervisor at a manufacturing plant. He is responsible for assigning work to employees.

1. Leading 2. Controlling 3. Leading 4. Organizing 5. Planning 6. Planning 7. Controlling 8. Organizing

7. The process of generating creative ideas and solutions through unrestricted group discussion. 2. The process of evaluating and regulating ongoing organizational activities to ensure that goals are achieved. 4. The process of selecting one alternative from the available alternatives. 5. The process of guiding, influencing, and motivating others to work toward common goals. 8. Organization and coordination of activities of the firm in order to achieve defined goals and objectives. 1. The grouping of people, resources, and activities to accomplish the objectives of the organization. 6. The process of establishing organizational goals and determining how to accomplish them. 3. The process of working through details of a predicament in order to reach a solution.

1. Organizing 2. Controlling 3. Problem solving 4. Decision making 5. Leading 6. Planning 7. Brainstorming 8. Management

SWOT 1.Strong Brand Name: Domino's has national brand recognition. 2.Staffing: The Domino's franchise does not have enough staff to cover 24-hour shifts. 3.Excellent Location: The Domino's franchise is located in a major metropolitan area near a college campus. 4.Inventory Management: The Domino's franchise has never managed inventory for late night capacity. The company is worried about perishable items and delivery of shipments. 5.Demand: Americans eat 100 acres of pizza every day. 6. Health: Some consumers may be looking for healthier food alternatives. 7.Late Night Eating: Due to changes in time demands, many Americans are working late and looking for more flexible food options. 8.Competitors:Many quick service restaurants are staying open until 2:00 or 3:00 a.m.

1. Strength 2. Weakness 3. Strength 4. Weakness 5. Opportunity 6. Threat 7. Opportunity 8. Threat

1.selling a product 2.coaching 3.accounting skills 4.motivation 5.problem analysis 6.developing software 7.delegating 8.communication 9.coordinating

1. Technical 2. Human Relations 3. Technical 4. Human Relations 5. Conceptual 6. Technical 7. Conceptual 8. Human Relations 9. Conceptual

5. Hunter: With collaboration from the team, Hunter sets goals and standards for performance. 4. Sarah: On a monthly basis, Sarah runs a report and uses the information to keep track of performance. 3. Riley: At the end of the month, Riley compares the actual results of each team member to the performance standards that were established. 2. Monica: Monica shares the month-end report with each one of the team members. 1. Lamar: Because of a significant deviation from the standard, Lamar had to issue a written warning to two members for substandard performance.

5. Establish clear standards. 4. Monitor and record performance. 3. Compare results against standards. 2. Communicate results. 1. If needed, take corrective action.

6. Ability to see the organization as a whole and visualize how it fits into the broader environment. 8. Plan that establishes alternate courses of action if existing plans are disrupted or become ineffective. 3. People within a company who are in charge of departments or groups but below those in charge of the whole company. 4. Decision-making tool for weighing the pros and cons of a decision. 2. Plan that establishes organization's major goals and objectives and allocates resources to achieve them. 1. Plan that translates general goals developed by strategic managers into more specific objectives and activities. 7. Knowledge of and proficiency in completing specific tasks. 5. The most senior staff of an organization (e.g., vice president, CEO, COO).

6 Conceptual skills 8. Contingency plan 3. Middle management 4. PMI 2. Strategic plan 1. Tactical plan 7. Technical skills 5. Top management

2. Monitor and record performance. 5. If needed, take corrective action. 4. Communicate results. 3. Compare results against standards. 1. Establish clear standards

Instructions: Place the steps in order, from first to last.

1. Define the situation. 2. Describe and collect needed information. 3. Develop alternatives. 4. Decide which alternative is best. 5. Do what is indicated (begin implementation). 6. Determine whether the decision was a good one, and follow up.

The Six Ds of Decision Making This activity is important because planning and all the other management functions require decision making. Decision making is at the heart of all management functions. The goal of this activity is to demonstrate the order of the rational decision-making model that managers often follow to make logical, intelligent, and well-founded decisions. Instructions: Place the six steps of decision making in the correct order, from first to last

If the director of the film makes all the decisions without input from others, then this leadership style is called

autocratic

If a manager uses a free-rein leadership style, then he/she would more than likely provide the workers tools needed in order to make decisions and progress toward the goal. This is called

enabling.

When the director/manager allows employees to guide themselves toward the goal, then a(n) _______ leadership style is being used.

free-rein

The style of leadership at Zappos is most closely aligned with

free-rein leadership.

Matt Hulett spends a significant amount of his time talking to current employees and listening to their ideas. Which type of skill does this refer to?

human relation skills

It is Matt Hulett's responsibility as President of Language at Rosetta Stone to create a vision, and to motivate employees to not only embrace that vision, but to achieve it with their skills and dedication. Which function of management is this?

leading

The Seek and Speak feature came from a developer after Matt took the time to listen to his ideas. When employees and managers work together to make decisions it's called

participative (democratic) leadership.

Matt Hulett has developed three steps he follows when making a big change at a company. The math piece is the business plan and coming up with a financial answer where you can win. Which level of planning would this be considered?

strategic planning

Zappos was created and made possible by a changing business-environmental factor. This factor is

technology.