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DO AS I have done chapter 1 to 5 for chapter 7,8,9,10,11,12,13,14,15,16 adding BUILDING MANAGEMENT SKILLS and MANAGING ETHICALLYAt the end of each chapter in the textbook, there are sets of questions, including (1) Management in Action, (2) Building Management Skills, and (3) Managing Ethically. For this assignment, you need to complete all questions under these three headings for the book chapters included in the course (i.e., Chapter 1, 3, 4, 5, 7, 10, 11, 12, 13, 14, 15, 16) for every missed session including the four permissible absences. For missed sessions that were not a content session, or where there were no book chapters associated therewith, you need to select another session to use instead. Cases where all classes in the period were missed need to complete the questions for all assigned book chapters. At the end of every chapter you can find the questions, the answers about theoretical questions need to be based on the book you can’t use concepts or words not included in the book while the questions about more personal stuff or working experience do not have to follow strictly the material. once you’ll agree I can tell you which personal working experience when in the question they ask about it. I have already done chapter 1, 3, 4 and 5 so you can have an idea of how it needs to look.As you can see the answers do not have to be longer than 100 words. The important thing is that the theory ones are based on the relevant chapter while the personal ones on my working experience that I will tell you.Basically for chapter 7, 10, 11, 12, 13, 14, 15, 16 you need to answer these sets of questions at the end of every chapter in the same style as I did in the draft I sent youhttps://drive.google.com/file/d/1jciJI3RNRnUhtkjId…
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CHAPTER 1
MANAGEMENT IN ACTION
1. Describe the difference between efficiency and effectiveness, and identify real organizations that you
think are, or are not, efficient and effective.
Efficiency is about doing tasks correctly with minimal resources, while effectiveness involves doing the
right tasks to achieve goals. An example of an efficient and effective organization is Toyota, known for its
systems that optimize production processes. A company like Kodak struggled with effectiveness, failing to
adapt to digital photography trends despite having efficient manufacturing processes for traditional film.
2. In what ways can managers at each of the three levels of management contribute to organizational
efficiency and effectiveness?
To guide the organisation towards its long-term goals, top-level managers, like CEOs, set strategic
objectives and policies. To achieve these goals, middle-level managers, such as department heads, apply
these tactics and manage resources. First-level managers are in charge of managing daily tasks and ensuring
that everything proceeds without any problem
3.
Identify an organization that you believe is high-performing and one that you believe is lowperforming. Give five reasons you think the performance levels of the two organizations differ so
much.
I believe Apple can be considered a high performing organization while Blockbuster low performing one.
Apple’s success lies in its continuous product innovation, quick market adaptation, business model, strong
customer engagement, and visionary leadership under Steve Jobs. Blockbuster collapsed because it was
unable to innovate in digital streaming, was too weak to adjust to market shifts, was dependent on an
obsolete rental model, lacked good customer service, and needed a digital-age leader.
4. What are the building blocks of competitive advantage? Why is obtaining a competitive advantage
important to managers?
Competitive advantage is built on variables such as a company’s resources, skills, and core competencies.
These characteristics matter because they enable businesses to do tasks faster and more effectively than
their competitors. Managers need to have a competitive advantage since it helps their company beat
rivals, keep customers, and succeed over the long run.
5. In what ways do you think managers’ jobs have changed the most over the last 10 years? Why have
these changes occurred?
Increasing reliance on technology, a focus on global perspectives, environmental and ethical standards, and
the need for adaptability in the market are the main shifts in management positions. Improved technology,
globalisation, more social and environmental awareness, and changing labour demographics are the main
causes of these changes.
6. Choose an organization such as a school or a bank; visit it; then list the different organizational
resources it uses. How do managers use these resources to maintain and improve its performance?
Considering a bank, various organizational resources are used, financial resources like capital and
investments, physical resources such as buildings and ATMs, human resources like employees and
technological resources like online banking platforms and data management systems. Managers use these
resources to maintain and improve performance, ensuring the operation in the facilities, training employees
for better customer service and leveraging technology to ensure risk management.
7. Visit an organization, and talk to first-line, middle, and top managers about their respective
management roles in the organization and what they do to help the organization be efficient and
effective.
Considering a hospital, first-line managers like head nurses oversee patient care and staff efficiency. Middle
managers, such as department heads, coordinate resources across the different departments. Top managers,
like the hospital administrator, set overall policies and strategic goals, ensuring the hospital’s efficiency and
effectiveness.
8. Ask a middle or top manager, perhaps someone you already know, to give examples of how he or she
performs the managerial tasks of planning, organizing, leading, and controlling. How much time does
he or she spend in performing each task?
My manager at the clothing store where I used to work was spending 25% of his time planning, setting
sales targets managing inventory. Organizing, scheduling shifts and arranging visuals merchandising, was
also accounting for 25%. Leading, motivating the team, handling customer issues, and training, was taking
30% of his day. Controlling, monitoring sales performance and customer satisfaction was occupying the
remaining 20%.
9. Like Mintzberg, try to find a cooperative manager who will allow you to follow him or her around
for a day. List the roles the manager plays, and indicate how much time he or she spends performing
them.
An example of cooperative manager could be my team leader at the customer service center where I’m
currently working. He spends around 10% of the day doing meeting. Receiving and giving information
takes about 30% of his time. Leading his team is the major part of his job and takes about 40%. Making
decisions and solving problems, can take up to 20% of his time.
BUILDING MANAGEMENT SKILLS
1. Think about your direct supervisor. Of what department is he or she a member, and at what level of
management is this person?
My manager works in the Customer Service Department of the Italian market department, serving as a
middle-manager. Typically, this position involves controlling the customer service team’s day-to-day
operations, making sure that customer questions and concerns are handled effectively, and operating as an
interface of contact between front-line employees and higher-level managers.
2. How do you characterize your supervisor’s approach to management? For example, which particular
management tasks and roles does this person perform most often? What kinds of management skills
does this manager have?
The management approach adopted by my supervisor is focused on efficient teamwork and communication.
He is often in charge of making decisions and addressing problems, including the team in these processes.
Clear communication, collaborative leadership, and the capacity to provide useful feedback are among his
primary managerial abilities.
3. Are the tasks, roles, and skills of your supervisor appropriate for the particular job he or she
performs? How could this manager improve his or her task performance? How can IT affect this?
The abilities of my manager are ideal for his position in managing the Italian market’s customer service
division. He might do better by planning team-building exercises to strengthen group relationships instead
of sticking to only individual exchanges. This could be facilitated by using IT solutions, such as
collaboration tools, which would improve communication and create a more homogeneous work
atmosphere.
4. How does your supervisor’s approach to management affect your attitudes and behavior? For
example, how well do you perform as an employee, and how motivated are you?
My attitudes and behaviour are positively influenced by my supervisor’s management approach. His
emphasis on effective communication and team decision-making creates a positive work atmosphere.
Feeling that my efforts get noticed and that there is a strong feeling of cooperation makes me feel more
motivated and interested during work.
5. Think about the organization and its resources. Do its managers use organizational resources
effectively? Which resources contribute most to the organization’s performance?
Effective use of organisational resources is shown by the managers at the company where I work. Skilled
labour, modern IT systems for teamwork and communication, and extensive training programmes are the
main resources boosting the organization’s effectiveness. These tools are essential for maintaining excellent
customer service standards and guaranteeing successful teamwork.
6. Describe how the organization treats its human resources. How does this treatment affect the
attitudes and behaviors of the workforce?
The company manages its human resources with a priority on building a friendly and interpersonal
atmosphere. This approach develops a relaxed and encouraging work environment where human
relationships and employee well-being are prioritized. Workers have greater perceptions of comfort and
value, which promotes a sense of loyalty and belonging to the company. This supportive environment
encourages honest communication, teamwork, and willingness to help one another.
7. If you could give your manager one piece of advice or change one management practice in the
organization, what would it be?
If I were to give one recommendation to the organization where I work, it would be to enable workers to
work remotely from locations outside of the Netherlands. This shift could contribute to a more dynamic
and inclusive workplace by improving employee happiness and bringing in a wide candidate group.
Furthermore, I would advise reviewing the feedback procedure, particularly with regard to comments
provided by the back-office who may not be familiar with first-line workers.
8. How attuned are the managers in the organization to the need to increase efficiency, quality,
innovation, or responsiveness to customers? How well do you think the organization performs its
prime goals of providing the goods or services that customers want or need the most?
The organization’s managers are strongly focused on improving efficiency, quality, innovation, and
customer responsiveness, utilizing an advanced monitoring system for employees and customers. This
approach contributes to high performance in reaching the organization’s objectives for client satisfaction by
effectively controlling the delivery of services that accomplish consumer demands.
MANAGING ETHICALLY
1. Either by yourself or in a group, give three reasons you think the behavior was unethical. For
example, what rules or norms were broken? Who benefited or was harmed by what took place? What
was the outcome for the people involved?
Giving a client incorrect information because of their gender, race, or level of compassion is a terrible
example of unethical first-line agent behaviour. Because this conduct discriminates against the customer, it
conflicts with the fundamental values of equality and justice. Customers who get inaccurate information
incur consequences, which might be making incorrect decisions and losing confidence. This conduct also
compromises the organization’s integrity and credibility, which may negatively impact long-term trust and
commercial opportunities.
2. What steps might you take to prevent such unethical behavior and encourage people to behave in an
ethical way?
To raise ethics and awareness among employees, regular training and update sessions should be offered.
It’s also necessary to create explicit regulations about moral behaviour and equality, informing the
employees of the consequences of such behaviour. Setting up a framework that enables staff members to
report unethical activity without fear is also important.
CHAPTER 3
MANAGEMENT IN ACTION
1. Discuss why managers who have different types of personalities can be equally effective and
successful.
Managers with different personalities can be both effective and successful due to their unique personal
characteristics. Because of their analytical and introverted attitude, some managers may excel in decisionmaking and strategic thinking; others, who are more extroverted, might perform well in leadership,
motivation, and team-building. Different styles of management contribute to a diversified and flexible
administration that can effectively deal with a variety of situations and lead to organisational success.
2. Can managers be too satisfied with their jobs? Can they be too committed to their organizations?
Why or why not?
While high job satisfaction and organisational commitment are useful for managers, being too committed
can have negative consequences. Excessive job satisfaction can result in resistance to change; meanwhile,
excessive organisational commitment may result in overidentification, affecting critical evaluation of
procedures, and possibly ignoring unethical behaviour. Managers have to find a balance between flexibility,
innovation, and moral conduct too.
3. Assume that you are a manager of a restaurant. Describe what it is like to work for you when you are
in a negative mood.
If I’m in a bad mood as a restaurant manager, it’ll be more difficult to work for me. I could be more impatient
and less communicative. I may not be as helpful or supportive, which might lead to errors or
misunderstandings. This could also influence my capability to guide and encourage the team. Furthermore,
my communications with clients may be less enjoyable, thus impacting their eating experience and opinion
of the restaurant.
4. Why might managers be disadvantaged by low levels of emotional intelligence?
Understanding and managing feelings requires emotional intelligence; managers with low levels can have
a disadvantage. Managers may benefit from emotional intelligence by knowing their own feelings as well
as those of others, why they’re experiencing them, and what generates them. Controlling difficult emotions
like fear and worry requires high levels of emotional intelligence.
5. Interview a manager in a local organization. Ask the manager to describe situations in which he or
she is especially likely to act in accordance with his or her values. Ask the manager to describe
situations in which he or she is less likely to act in accordance with his or her values.
My cousin, a manager in the boat and sail sector, highly prioritizes customer safety and environmental
conservation, constantly maintaining excellent standards in these fields. However, he experiences difficulty
aligning with his beliefs at peak business periods, especially in combining intense workloads with employee
wellbeing, sometimes feeling the need to push his staff harder than he would like to.
6. Watch a popular television show, and as you watch it, try to determine the emotional intelligence
levels of the characters the actors in the show portray. Rank the characters from highest to lowest in
terms of emotional intelligence. As you watched the show, what factors influenced your assessments
of emotional intelligence levels?
In Breaking bad we can observe different values of emotional intelligence among the main characters, here
is how I ranked them. 1) Mike Ehrmantraut: very high EI; 2) Gus Fring: high EI; 3) Walter White: moderate
EI; 4) Skyler White: moderate to low EI; 5) Jesse Pinkman: low EI; 6) Hank Schrader: very low EI.
These evaluations are determined by the characters’ empathy, how they handle their emotional states, how
well they can manage their emotional reactions, and how they deal with complex social situations.
7. Go to an upscale store in your neighborhood, and go to a store that is definitely not upscale. Observe
the behavior of employees in each store as well as the store’s environment. In what ways are the
organizational cultures in each store similar? In what ways are they different?
Italian grocery businesses Eataly and Iperal have different organisational cultures. At Eataly, you can find
Italian culinary experts who give product information and cooking tips for a spectacular shopping
experience. The store’s Italian marketplace style highlights a luxurious experience. In contrast, the ordinary
supermarket, Iperal, promotes practicality and economy. In a practical and affordable retail setting, staff
members help process transactions and find products. Iperal values convenience and reasonable pricing.
Both shops prioritise customer experience, despite their differences. Eataly offers a unique shopping
experience and pleases, while Iperal focuses on daily buying.
BUILDING MANAGEMENT SKILLS
1. What values are emphasized in this culture?
The culture at the clothing store where I used to work was characterized by an informal approach and a
strong emphasis on relationships. This was evident in the company slogan “We are brotherhood,” which
applies to both employees and customers. This slogan showed the company’s commitment to creating a
sense of community, both internally and externally.
2. What norms do members of this organization follow?
Despite the informal approach of the company, there were some rules to follow to maintain the brand image.
These included a specific dress code, a particular tone of voice to be used, and guidelines for the store’s
appearance. These rules were implemented in a way that did not change individual behaviour, maintaining
the company’s core values.
3. Who seems to have played an important role in creating the culture?
The founder of the company, with his deep experience in launching retail clothing chains, played an
important role in shaping the organizational culture. His background and approach to business influenced
the structure and culture of the organization.
4. In what ways is the organizational culture communicated to organizational members?
The organizational culture was communicated to members in a way that depended on the nature of the
communication. It could be direct contact with individuals, communication through store managers, or
messages to the entire store.
MANAGING ETHICALLY
1. Either individually or in a group, think about the ethical implications of using personality and interest
inventories to screen potential employees. How might this practice be unfair to potential applicants?
How might organizational members who are in charge of hiring misuse it?
The use of personality and interest tests in recruiting could lead to biases since they favour specific
personality types, diminishing worker diversity. Furthermore, since it includes looking into personal
characteristics, this method creates privacy problems. There are also concerns that these procedures may
not consider fundamental job qualities, especially if recruiters prefer applicants similar to them.
2. Because of measurement error and validity problems, some relatively trustworthy people may “fail”
an honesty test given by an employer. What are the ethical implications of trustworthy people
“failing” honesty tests, and what obligations do you think employers should have when relying on
honesty tests for screening potential employees?
Relying on honesty tests might be problematic since measurement inaccuracies may result in trustworthy
people being identified as untrustworthy. Companies must guarantee that these exams are reliable and
legitimate, and they must evaluate the whole applicant profile, not just the test scores. To ensure
honesty and clear communication in the recruiting process are essential even if an applicant fails a test like
this.
CHAPTER 4
MANAGEMENT IN ACTION
1. What is the relationship between ethics and the law?
Legislature is influenced by ethics, which reflect society’s ideals of right and wrong. Laws are modified to
reflect changes in society’s ethics. These ethical norms are represented in laws, which are enforced by legal
systems. Thus, ethics and legislation are linked, with laws often defining popular ethical principles.
2. Why do the claims and interests of stakeholders sometimes conflict?
Stakeholder claims and interests often conflict because every stakeholder has distinct objectives and
opinions. Shareholders, for example, may prioritise profit maximisation, while workers may demand
greater salaries and improved working conditions. Differences in priorities may lead to disputes since
fulfilling one group’s interests could damage another’s.
3. Why should managers use ethical criteria to guide their decision making?
Managers need to use ethical standards in decision-making to guarantee moral and legal conformity. This
method creates trust among stakeholders, protects the organization’s reputation, and motivates choices in
difficult circumstances with complex laws.
Ethical decision-making helps businesses connect their
activities with society’s ideals leading to long-term success.
4. As an employee of a company, what are some of the most unethical business practices that you have
encountered in its dealings with stakeholders?
Unethical business practices vary, but some common examples include misleading marketing,
discrimination, bribery, and environmental negligence. Personally, I have witnessed instances of deceptive
advertising to boost sales and discriminatory practices in hiring. These practices can harm both employees
and customers, eroding trust in the company and tarnishing its reputation.
5. What are the main determinants of business ethics?
Business ethics are influenced by several determinants, including organizational culture, leadership
behavior, external pressures, and legal requirements. The tone set by leadership plays a crucial role, as does
the overall corporate culture that encourages ethical behavior and compliance with laws and regulations.
6. Find a manager and ask about the most important ethical rules he or she uses to make the right
decisions.
Conversing with a manager about ethical decision-making would reveal insights into the principles guiding
their choices. Common ethical rules may include transparency, fairness, integrity, and adherence to
company values. Ethical decision-making involves considering the impact on stakeholders, aligning with
legal standards, and maintaining a commitment to moral principles.
7. Find an example of (a) a company that has an obstructionist approach to social responsibility and (b)
one that has an accommodative approach.
(a) An example of a company with an obstructionist approach to social responsibility could be one that
actively resists regulations and engages in practices harmful to the environment without concern for the
consequences. (b) On the other hand, a company with an accommodative approach embraces social
responsibility, willingly adopts sustainable practices, and actively seeks ways to contribute positively to the
community and the environment.
CHAPTER 5
MANAGEMENT IN ACTION
1. Discuss why violations of the principles of distributive and procedural justice continue to occur in
modern organizations. What can managers do to uphold these principles in their organizations?
Violations of distributive and procedural justice persist due to power imbalances, biased decision-making,
and inadequate systems. Managers can address this by promoting transparency, implementing fair policies,
ensuring equitable resource distribution, and providing avenues for employee voice. Regular training on
justice principles and fostering an inclusive culture can help align organizational practices with these
principles.
2. Sometimes employees who test positive for HIV experience discrimination in the workplace. As a
manager, what would you do to ensure such discrimination is eliminated?
To eliminate discrimination against employees with HIV, I would prioritize education on the virus, enforce
non-discriminatory policies, and encourage an open dialogue. Promoting a stigma-free environment,
providing support resources, and ensuring confidentiality can contribute to a workplace that respects
employees’ health privacy and fosters inclusivity.
3. Some workers might resent accommodations made for disabled employees. As a manager, what could
you do to ensure all employees are treated fairly?
To ensure fairness amid potential resentment, I would foster a culture of empathy and understanding.
Educating the workforce on the importance of accommodations, addressing concerns openly, and
emphasizing the value of diversity can help create an inclusive environment where all employees feel
respected and treated fairly.
4. Discuss the ways in which schemas can be functional and dysfunctional.
Schemas can be functional by aiding quick decision-making based on past experiences. However, they can
be dysfunctional when leading to stereotypes or biases. Recognizing and challenging these biases, fostering
diversity, and promoting awareness can help mitigate the negative impact of dysfunctional schemas in
organizational settings.
5. Discuss an occasion when you may have been treated unfairly because of stereotypical thinking. What
stereotypes were applied to you? How did they result in your being treated unfairly?
On various occasions, being perceived as too young led to assumptions about my inexperience. This
stereotype resulted in being overlooked for opportunities or not taken seriously. Overcoming such unfair
treatment involved showcasing skills and competence, challenging stereotypes through achievements, and
advocating for equal opportunities.
6. How does implicit bias influence your own behavior and decisions?
Implicit bias can inadvertently shape decisions and actions. To counter this influence, I actively engage in
self-reflection, seek diverse perspectives, and implement structured decision-making processes. Ongoing
education, open communication, and fostering a diverse environment contribute to minimizing the impact
of implicit bias in my behavior and decision-making.
7. Why is mentoring particularly important for minorities?
Mentoring is crucial for minorities as it provides guidance, networking opportunities, and support in
navigating organizational challenges. It helps bridge gaps in access to resources and opportunities,
facilitates skill development, and contributes to minority professionals’ career advancement in
environments where they may face additional barriers.
8. Why is it important to consider the numbers of different groups of employees at various levels in an
organization’s hierarchy?
9. Examining diversity across hierarchical levels ensures equitable representation. It helps identify potential
biases in promotions, fosters a culture of inclusivity, and enhances decision-making by incorporating
diverse perspectives. Monitoring diversity at all levels promotes organizational fairness and reflects a
commitment to creating opportunities for individuals from various backgrounds.
10. Think about a situation in which you would have benefited from mentoring but a mentor was not
available. What could you have done to try to get the help of a mentor in this situation?
11. In the absence of a mentor, I could have proactively sought informal mentorship by networking within the
organization or industry. Additionally, participating in professional development programs, attending
industry events, and reaching out to experienced colleagues for advice could have provided valuable
guidance in navigating challenges and making informed decisions.
12. Choose a Fortune 500 company not mentioned in the chapter. Conduct research to determine what
steps this organization has taken to manage diversity effectively and eliminate sexual harassment.
I’ll provide an example for illustration: Microsoft Corporation, a Fortune 500 company, has implemented
various initiatives to manage diversity effectively. The company focuses on inclusive hiring practices, offers
diversity and inclusion training, and supports employee resource groups. Microsoft is known for actively
addressing sexual harassment concerns, maintaining a strict code of conduct, and providing clear channels
for reporting incidents. Continuous efforts, such as leadership commitment and transparent reporting
mechanisms, contribute to fostering a diverse and inclusive workplace at Microsoft.
CHAPTER 6
MANAGEMENT IN ACTION
1. Why is it important for managers to understand the forces in the global environment that are
acting on them and their organizations? Understanding global environmental forces is crucial
for managers as it enables them to anticipate and adapt to changes. Factors such as economic shifts,
cultural nuances, and geopolitical events impact business strategies. An informed approach helps
in making proactive decisions, mitigating risks, and capitalizing on opportunities in the global
market. It fosters adaptability and resilience, positioning organizations to navigate complexities
and remain competitive in an ever-evolving global landscape.
2. Which organization is likely to face the most complex task environment—a biotechnology
company trying to develop a cure for cancer or a large retailer such as The Gap or Macy’s?
Why?
A biotechnology company developing a cure for cancer is likely to face a more complex task environment.
The nature of its industry involves dynamic scientific advancements, stringent regulations, and ethical
considerations. The need for constant innovation, extensive research, and unpredictable outcomes makes
the biotechnology sector inherently more complex than the retail industry, where challenges are often
centered around consumer trends and market dynamics.
3. The population is aging because of declining birth rates, declining death rates, and the aging
of the Baby Boomer generation. What might some of the implications of this demographic
trend be for (a) a pharmaceutical company and (b) the home construction industry? (a) For a
pharmaceutical company, an aging population may create increased demand for medications related
to age-related health issues. Opportunities lie in developing drugs for chronic conditions prevalent
among older individuals, contributing to potential market growth.
(b) In the home construction industry, there may be a rise in demand for age-friendly housing, focusing on
accessibility and amenities suitable for seniors. Adapting construction practices to cater to this demographic
shift presents opportunities for growth and innovation.
4. How do political, legal, and economic forces shape national culture? What characteristics of
national culture do you think have the most important effect on how successful a country is
in doing business abroad? Political, legal, and economic forces influence national culture by
shaping values, norms, and behaviors. Stability, legal frameworks, and economic prosperity impact
cultural attitudes toward risk-taking and innovation. Characteristics such as a culture’s openness to
change, work ethic, and attitudes toward authority significantly influence a country’s success in
global business. Cultures that embrace adaptability, entrepreneurship, and ethical business practices
often fare well in the international market.
5. After the passage of NAFTA, many companies shifted production operations to Mexico to
take advantage of lower labor costs and lower standards for environmental and worker
protection. As a result, they cut their costs and were better able to survive in an increasingly
competitive global environment. Was their behavior ethical—that is, did the ends justify the
means?
The ethicality of shifting production to exploit lower costs depends on the methods employed. If companies
complied with legal standards, treated workers fairly, and adhered to environmental regulations, it could be
deemed ethical. However, if they disregarded ethical considerations, exploiting lax standards, and causing
harm, the means might not justify the ends. Balancing economic advantages with ethical practices is crucial
for sustainable business conduct in a global context.
6. Choose an organization, and ask a manager in that organization to list the number and
strengths of forces in the organization’s task environment. Ask the manager to pay particular
attention to identifying opportunities and threats that result from pressures and changes in
customers, competitors, and suppliers.
In the context of a company like Apple Inc., the task environment is shaped by various forces. Customers
exhibit strong brand loyalty, with evolving preferences for innovative products. Intense competition from
tech giants like Samsung and Google characterizes the landscape, while the supply chain is influenced by
dependencies on a select group of suppliers. Opportunities lie in leveraging brand loyalty for product
launches, expanding into emerging markets, and fostering sustainable practices with suppliers.
Simultaneously, threats include rapid technological advancements by competitors, potential disruptions in
the supply chain affecting production, and the dynamic nature of customer preferences impacting sales. A
manager’s understanding of these forces is crucial for strategic decision-making, allowing the organization
to capitalize on opportunities and navigate potential threats effectively.
CHAPTER 7
MANAGEMENT IN ACTION
1. What are the main differences between programmed decision making and nonprogrammed
decision making?
Programmed decision-making involves routine and repetitive choices, following established procedures.
Nonprogrammed decisions are unique, complex situations that lack pr
