MANAGEMENT PRACTICE CASE STUDY Book
MANAGEMENT PRACTICE
S.A.I.M.
S.A.I.M.
CASE-STUDY
WORKBOOK
Prepared by Dr Norris W Dalton.
Copyright 2002 SAIM
Management Practice
1
Copyright @ 2002 - South African Institute of Management
All rights reserved.
No part of this publication may be reproduced or transmitted in any form by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from SAIM.
Copyright @ 2002
Copyright 2002 SAIM
First Edition (2002)
Management Practice
2
MANAGEMENT PRACTICE
CASE-STUDY WORKBOOK
CONTENTS
Page
1. Introduction.
5
2. Management in Context.
7
3. Learning to be a manager.
9
4. Case-study analysis.
11
5. Problem-solving and decision-making.
14
6. Caselets: First-line and Middle-management (Tactical/operational levels). 21
7. Case-studies: Executive / Senior management (transitional / strategic level). 119
8. Case-studies: Management failures (Reference studies).
173
9. Lessons:
201
Business {Managerial) Failure.
10. References and Further Reading.
Copyright 2002 SAIM
207
Management Practice
3
Copyright 2002 SAIM
Management Practice
4
MANAGEMENT PRACTICE
Management Principles are easy; Management Practice is difficult.
1. Introduction
The Theory of Management (20%) is easy and can be learnt in a classroom setting, since it relates to knowledge acquisition and book-learning only, encompassing pre-defined contexts (i.e. a closed system). The Practice of Management (80%) is difficult since it relates to a crisis-driven ‘real-world’ of irrational people, unpredictable events, competitive market warfare, cashflow shortages, problematical relationships, and an infinite number of unique contexts (i.e. an open system):-
no two managers are identical (physically, mentally, emotionally and spiritually);
no two management contexts are identical (management does not operate in a vacuum);
a manager’s responsibility is usually greater than his/her
S.A.I.M.
S.A.I.M.
CASE-STUDY
WORKBOOK
Prepared by Dr Norris W Dalton.
Copyright 2002 SAIM
Management Practice
1
Copyright @ 2002 - South African Institute of Management
All rights reserved.
No part of this publication may be reproduced or transmitted in any form by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from SAIM.
Copyright @ 2002
Copyright 2002 SAIM
First Edition (2002)
Management Practice
2
MANAGEMENT PRACTICE
CASE-STUDY WORKBOOK
CONTENTS
Page
1. Introduction.
5
2. Management in Context.
7
3. Learning to be a manager.
9
4. Case-study analysis.
11
5. Problem-solving and decision-making.
14
6. Caselets: First-line and Middle-management (Tactical/operational levels). 21
7. Case-studies: Executive / Senior management (transitional / strategic level). 119
8. Case-studies: Management failures (Reference studies).
173
9. Lessons:
201
Business {Managerial) Failure.
10. References and Further Reading.
Copyright 2002 SAIM
207
Management Practice
3
Copyright 2002 SAIM
Management Practice
4
MANAGEMENT PRACTICE
Management Principles are easy; Management Practice is difficult.
1. Introduction
The Theory of Management (20%) is easy and can be learnt in a classroom setting, since it relates to knowledge acquisition and book-learning only, encompassing pre-defined contexts (i.e. a closed system). The Practice of Management (80%) is difficult since it relates to a crisis-driven ‘real-world’ of irrational people, unpredictable events, competitive market warfare, cashflow shortages, problematical relationships, and an infinite number of unique contexts (i.e. an open system):-
no two managers are identical (physically, mentally, emotionally and spiritually);
no two management contexts are identical (management does not operate in a vacuum);
a manager’s responsibility is usually greater than his/her
References: 1. Peter Drucker (1954) (1967) The Effective Executive. (1962) The Laws of Business Management. 4. N. W . Chamberlain (1968) 5. John Flaherty (1999) 6. J Simpson & K Jowell (1979) 7. W M Berliner (1979) (1981) Problems in Decision-making. (1983) 10 B1 E B Flippo, Principles of Personnel Management (2nd ed.) (New York: McGraw-Hill, 1966), Chs 2, 3, 7, 11, 15 W Glueck, Personnel: A Diagnostic Approach (Dallas: Business Publications, 1974,) Chs. 3, 4, 6, 13, 14, and 19. W J de Villiers, The Effective Utilisation of Human Resources in the Republic of South Africa (Johannesburg: Federale Mnybou - General Mining Group, 1974), Part 3, Chs 1, Part 4, Chs, 1 and 2. R van der Merwe and S Miller, Measuring Absence and Labour Turnover (Johannesburg: McGraw-Hill, 1976). C Orpen, Productivity and Black Workers in South Africa (Cape Town: Juta & Co. 1976). B2 M Feldberg, Organizational Behaviour (Cape Town: Juta & Co, 1975), Chs, X, VII, II, III. D G Bowers and S E Seashore, ‘Peer Leadership within Work Groups’, in J H Donelly, Fundamentals of Management (Dallas: Business Publications, 1975).