管理學(xué)案例分析和問答題參考答案

1、案例分析參考答案案例分析參考答案第7章案例分析UnderwaterChaos1.What’syourreactiontothisstyWhatdoesitillustrateaboutdecisionmakingWiththevastsumsofmoneyinvestedintolargeprojectsliketheEurotunnel(approximately￡9.5bn)itamazesobserversthatimptanti

2、nfmation(i.e.theaffectofthecoldweather)wouldnotbeconsideredbefeh.Howeverthissituationisfairlycommoninprojectsthatusegroundbreakingtechnologiesinextremeenvironments.Thesetypesofprojectsoccurunderconditionsofuncertaintygre

3、atrisk.Itiscommonftheseprojectstoexperienceunexpected‘hiccups.’Thebestcasescenariointhesetypesofprojectsistoplanastoavoidlifethreateningcatastrophestohavecontingenciesplansincaseofemergencies.2.Howcouldthedecisionmakingp

4、rocesshavehelpedinboththeresponsetothecrisissituationinpreventingitfromhappeningBetterplanningisalwayssuggestedafterthefact.Considerationoftheeffectsofextremeweathercouldhavebeenmadepartofthetestingofthetraintrackequipme

5、ntbefeitwasputintouse.Whilethesituationwasdevelopingemergencyplansshouldhavebeeninplacetodealwithapossiblebreakdownbettercommunicationequipmentmadeavailable.Eurostarshouldhavebeencluedintopossibleproblemswhenotherfmsoftr

6、ansptationbrokedownduringtheextremeweather.ItisimptanttonotethatEurostardidtakethenecessaryactionsaftertheincidenttocrectcommunicationproblemsretrofittrainequipment.3.Couldprocedurespoliciesrulesplayanyroleinfuturecrisis

7、situationslikethisoneIfsohowIfnotwhynotStudentsmaynotbeawarethatmostcompanieshaveplansfdealingwithemergencies.Airlinesareagoodexampleoffirmsthatpracticeriskmanagement.Thesefirmsdevelopcontingencyplansfminwsecasescenarios

8、.Employeesaretrainedinhowtohleemergenciesbackupemergencyequipmentisdistributedthroughouttheganization.Howeverunexpectedemergenciesarebytheirverynaturedifficulttoplanf.Itisalmostimpossibletoplanfeveryemergency.Fexampleaft

9、erthefirstspaceshuttledisasterNASAgroundedtheentireprogramputtogetherasmallarmyofengineersscientiststomitigaterisktothecrew.Unftunatelytheshuttleprogrambynatureisriskyagainsufferedthelossofanothershipcrew.4.Whatcouldothe

10、rganizationslearnfromthisincidentAstheadagegoes‘a(chǎn)ccidentshappen.’Learningfrommistakestheactionsthatacompanytakesduringaneventlikethisiswhat’simptant.Askstudentsiftheyhaveexperiencedasimilarsituation.Studentsmaybeabletore

11、latetobeingstuckinaplaneonarunwayinahotelwhenservicesweredown.Howdidthecompanyrespond第9章案例分析FadedSignal1.WhatstrategicmistakesdidNokiamakeintheU.S.marketengineerstodesignmeefficientroutesloading&unloadingproceduresemploy

12、eepoliciestohelpgetthemostfromtheiremployeesinthefield.3.WhatchangesdidthecompanymaketoitsdrivertrainingprogramWhatdoyouthinkofthesechangesInadditiontolearningthecompany’s‘340Methods’applicantsplayavideogamewherethey’rei

13、nthedriver’sseatmustidentifyobstacles.Fromcomputersimulationstheymoveto“Clarksville”amockvillagewithminiaturehousesfauxbusinesses.Theretheydrivearealtruck“mustsuccessfullyexecutefivedeliveriesin19minutes.”intheinterestof

14、safetyefficiencytraineeslearntocarefullywalkonicewiththeslipfallsimulat.4.Whatadvantagesdrawbacksdoyouseetothistrainingapproachf(a)thetrainee(b)thecompanyItappearsthattheuseofsimulationstheothernewprogramsimplementedbyUP

15、Swouldhavegoodtransfertowkthedriverswouldbedoinginthefield.Thisisanadvantagefthetraineethecompany.Apotentialdisadvantagewouldbeiftheapplicantwasnotfamiliarwithnewtechnologysuchascomputergamesotherfmsofelectroniclearning.

16、Theseapplicantsmaybesuccessfulinthejobbutmaynotshowproficiencyintrainingduetothetechnologicalnatureofthetraining.Fthecompanysuchprogramsareexpensivebutthatcanbebalancedbythebenefitofhavingabettertrainedwkfce.問答題參考答案問答題參考

17、答案問題1：Discussthethreetraditionalganizationaldesignshighlighttheirstrengthsweaknesses.PageRef:277278Answer:Thethreetraditionalganizationaldesignsare:thesimplestructurefunctionalstructuredivisionalstructure.Thesestructures

18、tendtobememechanisticinnature.a.SimplestructureItisanganizationaldesignwithlowdepartmentalizationwidespansofcontrolauthitycentralizedinasinglepersonlittlefmalization.Asemployeesareaddedhowevermostdonotremainassimplestruc

19、tures.Thestructuretendstobecomemespecializedfmalized.Rulesregulationsareintroducedwkbecomesspecializeddepartmentsarecreatedlevelsofmanagementareaddedtheganizationbecomesincreasinglybureaucratic.Atthispointmanagersmightch

20、ooseafunctionalstructureadivisionalstructure.Thesestructuresarefastflexibleinexpensivetomaintain.Onthenegativesidethesestructuresarenotappropriatewhentheganizationstartsgrowing.Meovertherelianceononepersonisalsoveryrisky

21、.b.FunctionalstructureAfunctionalstructureisanganizationaldesignthatgroupssimilarrelatedoccupationalspecialtiestogether.Thisstructureenjoyscostsavingadvantagesfromspecialization(economiesofscaleminimalduplicationofpeople