Questions and answers for management

 
• a description or definition
• an explanation of how it impact on management performance and
• an example within an organisation, either factual or fictitious)

1. Conceptual skills
2. Recruitment
3. Extrinsically motivated behavior
4. Decoding
5. Mission statement
6. Snap of control

Section B: Extended answers
This will consist of a topic or question that you are expected to address as an
extended answer or short essay.
• You MUST answer the question I ask you, not give a generic answer. Be
specific.
• You are required to answer all of the 4 you will be asked.
• All answers should be well structured and written in essay form. Detailed
answers demonstrating knowledge of the unit are expected.
• Do not waffle

Answer all question

(Your answers should demonstrate an understanding of relevant theory and its application to the real world.
7. Organisations are becoming increasingly diverse in the composition of their workforce. Explain three (3) steps identified in the text, that managers can undertake to manage a diverse workforce more effectively.

8. Social responsibility is gaining importance for managers. Identify five (5) major stakeholders that managers in organizations may have some impact on. Give examples to illustrate each of these stakeholder groups and how an organisation can affect them positively.

9. Control is one of the four functions managers are considered to undertake.
Managers vary in the level of complexity they involve in the control process. Discuss the use of ‘bureaucratic control’ process and analyse the strengths and limitations of this type of control.

10. There are many ways that organisations can expand their operations internationally. Explain the four ways identified in the text and give an example of each of these. Which do you consider is the least risky and why?

Section C: Case Study (compulsory)
There is one (1) case study, with a number of questions attached. You are expected to attempt all questions for the case, Lecturers are looking to see if you can link this case to theory studied. The main focus for the case study is external environment.
• You must answer all four questions
• The questions will relate to the issue of the external environment.
• You answers must be specific – relating certain theories and models to the
case study.
• Generalised answers will not be rewarded with marks. I am looking for understanding and application of specific management theory to the case situation. How does understanding theory help to explain aspects of the case?
• Read it. Think about it. Consider aspects of the external environment that
may be relevant. What possible questions may I ask?
• Be specific. Demonstrate knowledge.
• There is a sample of how the case study should be addressed.

Answer ALL FOUR (4) questions at the conclusion of this case.

 
New alliance a big winner for Qantas.

Qantas bookings to Europe have leapt sixfold and inbound traffic to Australian secondary domestic destinations has soared sevenfold since the alliance with Emirates went online two months ago.

Speaking at the launch of the first services from Sydney yesterday, Qantas chief executive Alan Joyce said the partnership was game-changing and the biggest deal forged by the Australian airline. “This is the most important deal in Qantas’ 90- plus-year history, “Mr Joyce said. “Before today, the Qantas network offered five one-stop code share destinations into Europe and the UK with our partners. From today, we offer access to more than 30 destinations in Europe on the combined Qantas and Emirates network.”

Mr Joyce said the two airlines would closely monitor the bookings and add capacity where required.

Travelling times to most destinations in Europe will be slashed by an average of just over two hours. Combined, the two airlines offer 98 flights a week between Australia and Dubai, with 21 a week from Perth.

The alliance was officially launched in Sydney with a fly-past of the Sydney Opera House by two A380s in the colours of Qantas and Emirates. The first flight under the new alliance was from Perth at 6am yesterday when Qantas flight QF8425 – an Emirates’ Boeing 777 – took off for Dubai.

Emirates chief executive Tim Clark termed the alliance “seismic” and Mr Joyce said the future of the Australian airline was “much brighter” with the partnership.

From Dubai, Perth passengers will be able to connect to 65 one-stop destinations in Europe, North Africa and the Middle East – all with Qantas flight numbers. Travellers from Perth can also fly on to US destinations and earn points on Emirates but the flights do not carry a Qantas flight number and cannot be booked on the Qantas website.

The Australian Competition and Consumer Commission has approved the alliance for five years but only after scores of submission and significant criticism and concerns from a number of Qantas unions.

However, the majority of the airline’s unions, the Federal and State governments and tourism bodies have supported the alliance.

Financial analysts say benefits will flow to Qantas by next financial year.

(Source: Geoffrey Thomes Aviation Editor, The West Australian April 1,
2013)

11. Explain the external environment factors that have affected these two airlines, prompting their decision to develop a strategic alliance.

12. A strategic alliance is one strategy that an organization can adopt to influence the external environment. Explain how this example of strategic alliance will influence the external environment.

13. Describe what other strategies an organization can adopt to influence the external environment and explain how these might work.

14. Identify if you consider this alliance between Qantas and Emirates Airlines will impact on other aspects of these organisations, such as organization culture, structure, Human Resource Management, communication, control etc.

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