Managment

(Final Examination

Student:
Thant Zin Aung
Student ID: 131537

Lecturer:

Dr. Peggy Chen

Subject:

Management JNB 517

Course:

Graduate Diploma Maritime & Logistics Management

Due Date: 20 June 2011
Word Count: 3294

1

QUESTION 1 a ) Maersk Singapore Private Limited, represents Maersk Line, whose fleet comprises more than 500 vessels and a number of containers corresponding to more than 1,900,000 twenty foot equivalent unit in Singapore (Maersk Line n.d.) .Dominant culture expresses the core values that are shared by the majority of the organization members as noted by Robbins et al.
(1998). Maersk Line culture is based on the core values of the A.P. Moller Maersk group;
Constant care, Humbleness, Uprightness, Our employees and our Name. The values;
Constant Care means forward thinking, planning and execution and learning from mistakes.
Humbleness is showing trust and empowerment and that the organization must prepare for the future and look to Maersk‘s customers, as well as competitors, for inspiration on how they can continuously improve on their practices. Uprightness requires transparency and accountability in everything that it does with high ethical standards. Our Employees mean attracting and retaining right people and creating a motivation environment to work. Our
Name, means identity to employees, showing professionalism and dedication and respecting and building on its‘ strong heritage. Through one hundred years, these values have guided the
Maersk‘s daily interactions internally and externally and made the company what it is today
(Maersk Line n.d.).

There is also subculture developed in some departments of Maersk Singapore. The dominant culture is that the Maersk employees are empowered to make decisions to provide quality

Thant Zin Aung

Management – Final Exam

2

customer service experience but the operations team, due to lack of resources, could not provide containers of good quality or

References: Barry, B., & Crant, J. M. 2000, ‗Dyadic communication relationships in organizations: An attribution/expectancy approach‘, Organization Science, vol Bartol, K., Tein, M., Matthews, G. & Sharma, B. 2008, Management: A Pacific Rim Focus, 5th edn, Mc-Graw Hill, Australia. Barton, L. 1993, Crisis in Organizations: Managing and Communicating In The Heat of Chaos, South-Western Publishing Company, Cincinnati, USA. Bateson, J. E. G. 1995, Managing Services Marketing; Test and Readings, 3rd edn, Dryden Press, Harcourt Brace College Publishers, Orlando, Florida. Beer, M., & Eisenstat, R. A. 2000,‘ The Silent Killers of Strategy Implementation and Learning‘, Sloan Management Review, vol Benton, W.C. 2007, Purchasing and Supply Chain Management, McGraw-Hill/ Irwin, Boston. Bicheno, J. 2004, The New Lean Toolbox; Towards fast, flexible flow, PICSIE books, Buckingham, UK. Booms, B. H. & Bitner, M. J. 1981,‘ Marketing Strategies and organizational structures for service firms‘, in Marketing of Services, eds Byrne, J. A. 1996,‘ Strategic planning: After a Decade of Gritty Downsizing, Big Thinkers are Back in Vogue‘ Business Week, vol.23, pp Cahoon, S. 2006, ‗Services Marketing Study Guide‘, Australian Maritime College. Calder, B. J. and B. M. Staw (1975), ‗The Self-Perception of Intrinsic and Extrinsic Motivation‘, Journal of Personality and Social Psychology, vol Charlettt, D., Garland, R. & Marr, N. 1995, ‗How damaging is negative word of mouth‘. Cooper, R. & Kaplan R.S. 1991,‘Profit Priorities from Activity-Based Costing‘, Harvard Business Review, May-June 1991. Fredrickson, J. W. 1986,‘The Strategic Decision Process and Organizational Structure, Academy of Management Review, vol Galbraith, J. R., & Kazanjian, R. K. 1986, Strategy implementation: Structure, systems, and process, 2nd edn., West Publishing Co., St Gronroos, C. 1978, ‗A service-oriented approach to marketing‘, in Contemporary Services Marketing Management, eds M Hardy, C. 1996,‘ Understanding Power: Bringing about Strategic Change‘, British Journal of Management, vol Hill, C.W.L., Jones, G.R. & Galvin, P. 2004, Strategic Management: An Integrated Approach, John Wiley & Sons Australia Ltd., Milton. Hoffman, K. D., Bateson, J. E. G., Elliott, G., & Birch, D. 2010, Services Marketing: Concepts, Strategies and Cases Asia-Pacific Edition, 1st edn, Cengage Learning Australia, Huber, G.B. 1980, Managerial Decision Making, Scott, Foreman, Glenview. Kanter, R. M. 1983, The Change masters: Innovation and Entrepreneurship in the American Corporation Keinan, G. 1987, Decision making under stress: Scanning of alternatives under controllable and uncontrollable threats, Journal of Personality and Social Psychology, vol King, G. III. 2002,‘Crisis Management & Team Effectiveness: A Closer Examination‘ Proceedings of the Midwest Academy of Management 45th Annual Meeting, 18-20 April Lagadec, P. 1997, ‗Learning Processes for Crisis Management in Complex Organizations‘, Journal Of Contingencies and Crisis Management ,vol Locke, E.A. & Latham, G. P. 1984, Goal Setting: A Motivational Technique That Works, Prentice-Hall, Englewood Cliffs. Malone, T. W. 1997. Is Empowerment Just a Fad? Control, Decision-making, and IT‘, Sloan Management Review, vol .38, no Maslow, A.H. 1943,‘ A theory of Human Motivation ‗, Psychological Review, July, pp. 370396. McClelland, D. C. 1961, The Achieving Society, The Free Press, New York. McClelland, D. C. 1985, Human Motivation, Scott, Foresman, Glenview. Mintzberg, H. 1990,‘ The Design School: Reconsidering the Basic Premises of Strategic Management‘, Strategic Management Journal, vol Mitroff,I. I., Srivastava, P. & Udwadia, F.E., 1987 ‘ Effective Crisis Management‘, The Academy of Management Executive , vol Mitttal, B., Ross, W. T. & Baldasare, P. M. 1998, ‗The asymmetric impact of negative and positive attribute-level performance on overall satisfaction and repurchase intentions‘, Nutt, P.C. 2004, Expanding the search for alternatives during strategic decision-making, The Academy of Management Executive, vol O 'Reilly, C. 1989, ‗Corporations, culture, and commitment: Motivation and social control in