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Chapter 2: The Management Environment

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Lucas Merlo

on 15 March 2012

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Transcript of Chapter 2: The Management Environment

Chapter 2: The Management Environment Let's make sure we are sitting in our groups! Take a few minutes to read:
Part 1: Warm Up!
Part 2: Lecture!
(See Chapter 2 PPTs) How Is the New Economy Affecting Organizations?
1. “Business as usual” is a concept of the past.
2.The new economy has changed the management environment.
3.The changes will affect the management and organizational experience.
1.What will the ‘New Normal’ be like according to industry experts?
2.What is globalization?
3.How do organizations go global in the first stages?
4.What is licensing and what industries mostly use licensing?
5.What is franchising and what industries mostly use franchising?
6.What is a global strategic alliance?
7.What is a joint venture?
8.What is a foreign subsidiary?
9. What is parochialism?
10. What are the 5 Dimensions of National Culture?
11. What is the GLOBE Study? How many dimensions of national culture were identified by GLOBE?
12. What is a). Social responsibility b). Social obligation c). Social responsiveness?
13. What are some arguments ‘for’ and ‘against’ social responsibility?
14. What are ethics?
Part 3: Quiz Questions!

Part 4: Group Discussion!

What did information did you find on ‘Hofstede’s Dimensions of Culture’?
Discuss the value of Hofstede's values study to managers.

1.A study of the differences of cultural environments was conducted by Geert Hofstede.
From the Past to the Present
Hofstede in the 1970'2 and 1980's surveyed over 116,000 employees in forty countries—all of whom worked for IBM.
Found that managers and employees vary on five value dimensions of national culture.
1.Power distance.
2.Individualism versus collectivism.
3.Quantity of life versus quality of life.
4.Uncertainty avoidance.
5.Long-term versus short-term orientation.

Part 6: Homework!

http://qr.net/h3go Opening Vignette—Extreme Customer Service
The opening chapter speaks of a system set up by Managers at a Florida resort hotel. They would surprise examine a room that had just been cleaned. They would leave 10 * $1.00 bills on the bed. Each time they found an area no up to the cleanliness standards they would remove 1 * $1.00. At first the employees were unhappy as most often there was no money remaining but soon they began to lift their standards.
“The hospitality industry has been hit hard by the economic turmoil. Not only are familes not going on vacation but companies are limiting travel”. New management methods must be adopted. For instance at Hilton Hotels Corporation, its global workforce is undergoing extensive customer service training. “One of the biggest challenges is getting the globally dispersed staff to read from the same (play) guideline book”.

1. What will happen to traditional companies that don't react to the changing environment?

2. What else can companies do to thrive?


3. Think of some examples of companies that have ‘died’ due to not adapting to changes.

Each member share something that you learned about this chapter for homework.
General Motors was in bankruptcy and crippling the industry - but now GM is profitable again... The new normal will be different. How managers manage and the way that businesses operate will not be as it has always been. The biggest change is likely to be in the role of government, especially in the financial markets, and consumer protection. Coca Cola This subsidiary can be managed as a multi domestic organisation (local control) or as a global organisation (centralised control). Most exporters and very small! U.S. Managers once held (and some still do!) a rather parochial view of the world of business. ;) Lucas! Chapter 2: The Management Environment


Which of the following is NOT a key characteristic of a global organization?

employs high-level technical employees and managerial talent from other countries

uses resources from other countries

exchanges goods and services with consumers in other countries

has a home country in which all decisions are made and all profits flow

Which choice constitutes the typical first step for an organization that is "going global"?

strategic alliance





Franchising is used widely by ________.

restaurant chains

accounting firms


electric power companies


Parochialism is ________.

recognition of diverse religious beliefs

a tendency to view the world through a single perspective

a desire to leave one's own culture for a foreign culture

acceptance of diverse points of view


In his study of differences in cultural environments, Geert Hofstede found that ________.

people are largely the same from culture to culture with respect to values

the views of IBM employees differ widely from the general population with respect to values

the views of managers differ greatly from those of employees with respect to values

people vary from culture to culture in five value categories


________ is a cultural dimension measured by Hofstede in which people identify strongly with a group within a society.

Uncertainty avoidance

Power distance




A ________ is a formal document that states an organization's primary values and the ethical rules it expects its employees to follow.

vision statement

code of ethics

mission statement

statement of purpose

Which of the following is a category of workforce diversity?

education level

style of dress


computer skills


Part-time, temporary, and contract workers who are available for hire on an as-needed basis are known as ________.


summer employees

a contingent workforce

core employees


Managers hire contingent workers because they are ________ than permanent workers.

more flexible

more productive

less costly

more loyal

Part 4: Group Discussion!
Dealing with the boss again!
A: "Hi Mark. I completed Project A and didn't have anything else to work on. Should I find something to do, or did you have something lined up?"
B: "I won't have another assignment for you until next Monday. What will you be doing until then?"
A: "I'm not sure, I was thinking about investigating the reporting issue we are having, but that's a low priority now. But if there is nothing else to do, it might be good to finally fix that."
B: "How about John. He told me that he needed a little help on Project C. Why don't you ask him if he still needs help. If not, then check out the reporting issue."
A: "John? I've been meaning to talk to you about him."
B: "What's the problem?"
A: "I don't want to be out of line, but he's very difficult to work with. He looks over my shoulder all the time and doesn't like how I am doing things."
B: "Yeah. He is like that. I appreciate your feedback, and you are not the first to bring this up. Although he is difficult, he does get a lot of work done around here."
A: "I completely agree, and I will continue to work with him as well as I can. I just thought I should let you know instead of keeping it bottled up."
B: "I appreciate your honesty. But for now, you're going to have to tolerate his methods a little longer. I'll see if the director is willing to have a talk with John about this problem."
A: "Ok. Well, I'll go see what type of help John needs. If there is nothing, I'll work on the reporting problem. Either way, I'll send you an email letting you know what I am working on."
B: "That would be perfect. Thanks."
A: "Thanks. I'll talk to you later."
B: "Ok. Bye."
From the Past to the Present
Hofstede in the 1970'2 and 1980's surveyed over 116,000 employees in forty countries—all of whom worked for IBM.
Found that managers and employees vary on five value dimensions of national culture.

Q. Explain Each of the following using examples:
1.Power distance.

2.Individualism versus collectivism.

3.Quantity of life versus quality of life.

4.Uncertainty avoidance.

5.Long-term versus short-term orientation.
‘Hofstede’s Dimensions of Culture’? Prepare a comparison of South Korea and the USA for each of the 5 dimensions. MANAGING DIVERSITY| The Paradox of Diversity
When organizations bring in diverse individuals and socialize them into the culture, a paradox is created. Managers want the new employees to accept the organization’s core cultural values and openly acknowledge, embrace, and support the diverse perspectives and ideas that the new employees bring to the workplace.
Strong organizational cultures pressure employees to conform. A manager’s challenge is to balance two conflicting goals: to encourage employees to accept the organization’s dominant values and to encourage employees to accept differences...

1.Explain examples of a diverse workforce

2.What challenges will this present?

3.What management methods would you recommend to deal with this?
Right or Wrong? “Apple’s chief took a medical leave after months of denial that his health is declining.
1.Should Steve Jobs have been required to release more medical information.

2.What do you think? Do the heads of publicly traded firms have a right to medical privacy?

3.What ethical issues might arise in such a situation?
Read and understand the Chapter 2 PPTs…
Remember next week is the first group of ‘Management Interview’ presentations!

Q. Decision making begins with:
a). Selecting Alternatives
b). Eliminating false alternatives
c). Identifying a Problem
d). Identifying decision criteria

Q. Which of the following defines a problem in the decision making process?
a). Something that causes irritation
b). Something that calls for attention
c). A discrepancy between the ideal and the practical
d). A discrepancy between what exists and what the decision maker desires to exist.

Q. What are ‘structured’ and ‘unstructured’ problems?

Task: Find some information on the ‘Decision-Making Process (8 Steps)’.
Task: Do a web search on the phrase “dumbest moments in business”. Find and example and bring to class.
MANAGEMENT INTERVIEW! :) http://qr.net/h7r8 Next Weeks Link!
Full transcript