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GENERAL
MANAGEMENT
CASE: 1: TRI – STATE
TELEPHONE
John Godwin, Chief executive of Tri – State
Telephone, leaned back in his chair and looked at the ceiling. 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 request. After
the rancorous shouting was over and the acrimonious signs put away, the
protesters had presented state regulators with some sophisticated economic
analyses in support of their case.
Additionally, there were a number of emotional appeals from elderly
customers who regarded phone service as their lifeline to the outside world
Questions:
1.
Who are the stakeholders in this case?
2.
Which stakeholders are most important?
3.
What are the critical trends in Tri – State’s environment?
4.
Why do you think Tri – State’s customers are so upset?
5.
What should John Godwin do?
CASE NO. 2: FRESH IDEAS AT FRESH FIELDS
Fresh Fields may be a supermarket, but what it’s
super at selling is its image : “Good for you foods.”
A New Age grocery store - ‘Fresh Fields’ falls
somewhere between a health food store and a traditional supermarket. It is not merely a health food store, because
it carries a wider variety of foods including fresh pasta, baked goods,
sea-food and deli selections. What
distinguishes Fresh Fields from supermarkets lies in what is absent from the
shelves, rather than what is present, for Fresh Fields shoppers will not find
foods containing lots of preservatives and artificial flavorings, such as Jell
– O and Oreos, that they can purchase at other supermarkets. What Fresh Fields offers is “ organic and
conventional produce, meats, seafood, dairy products, baked goods from an in –
store bakery, deli items gourmet and vegetarian prepared foods, a wide array of
cheese, a full grocery department, an extensive selection of supplements, skin
enriching cosmetics and natural health care products and environmentally
friendly household goods.”
Questions:
1.
What economic
and social factors should Fresh Fields managers watch?
2. Suppose you manage a local supermarket and Fresh
Fields comes to town. How would you reinvent your organization to meet the
challenges posed by Fresh Fields?
CASE: 3: RESPONDING TO ALLEGATIONS OF RACISM: FLAGSTAR AND THE
PLEDGE
The 1990 s have witnessed an increased emphasis on
valuing diversity. With both the
marketplace and the workforce becoming more and more diverse, many managers
have redesigned their companies cultures to reflect and encourage
multiculturalism. Changing a company’s
culture, however, is often more difficult than managers might first
believe. At Denny”s for example,
promoting multiculturalism required a reworking of its corporate culture from
top to bottom.
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: 4: DISNEY’S DESIGN
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 ; and control over the talent that brings the many
concepts and characters to life.
Although control pervades the company, it is not too strong a grip. Employees in each department are well aware
of their objectives and the parameters established to meet those
objectives. But in conjunction with the
pre-determined responsibilities, managers at Disney encourage independent and
innovative thinking.
Questions:
1.
What
environmental factors influenced management style at Disney?
2.
What kind(s)
of organizational structure seem to be consistent with “Dream as a Team”?
3.
How and where
might the informal organization be a real asset at Disney?
CASE: 5: “THAT’S NOT MY JOB” – LEARNING DELEGATION AT CIN-MADE
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.
Questions:
1.
How were
principles of delegation and decentralization incorporated into Cine – Made
operations?
2.
What are the
sources and uses of power at Cin – Made?
3.
What were some
of the barriers to delegation and empowerment at Cin –Made?
4.
What lessons
about management in a rapidly changing marketplace can be learned from the
experience of Cin – Made?
CASE NO. 6: HIGH-TECH ANSWERS TO DISTRIBUTION: PROBLEMS AT
ROLLERBLADE
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 inventory are
in balance, or not.
Questions:
1.
With retailers
as their primary customers, what customer competitive imperatives could be
affected by Rollerblade’s inventory
problems?
2. How appropriate might a just – in – time inventory
system is for a product such as roller skates?”
3.
What
opportunities are therefore Rollerblade managers to see themselves as selling
services, instead of simply roller skates?
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