GTU-MID-SEM-EXAM-MARCH-2011 GOVERNMENT ENGINEERING COLLEGE ‚ CHANDKHEDA B.E.‚SEMESTER-IV (ALL BRANCH) MANAGEMENT-1 ------------------------------------------------- TIME-60 mins Total Mark 30 ------------------------------------------------- ------------------------------------------------- Instructions:-
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Solution to the Case Study: “Levi Strauss’s Goes Global” Book: Organizational Theory‚ Design‚ and Change Fifth Edition Page 235 Gareth R. Jones Discussion Question 1 and 2 1. How does Levi Strauss take advantage of the global environment? 2. What structure does Levi Strauss use to implement its strategy? This case demonstrates how a company can pursue a transnational strategy and which organizational structure supports this strategy. “Levi Strauss”‚ the company under discussion
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between traditional HRM and TQHRM. The key points offered by Dr. Foster are listed in Table 1. Table 1 HR versus TQHRM Process Characteristics Traditional HRM Unilateral role Centralization Pull Administrative Nomothetic Compartmentalized Worker-oriented Performance measures Job-based TQHRM Consulting role Decentralization Release Developmental Pluralistic Holistic System-oriented Satisfaction measures Person-based Content Characteristics Source: Adapted from S. Thomas Foster‚ "Managing Quality
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PSM 203: STRATEGIC PURCHASING MANAGEMENT UNIT 1 Meaning of Strategy Johnson and Scholes Strategy is the direction and scope of an organization over long term which achieves advantage for the organization through its configuration of resources within a changing environment and to fulfill the stakeholder expectation. Harvard Business School Its is the pattern of objectives‚ purpose and goals stated in such a way as to define what business the organization is in or is to be in and the kind
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about designing an organizational structure‚ touching on the topics of division of labor‚ delegation of authority‚ departmentalization‚ and span of control. From there‚ it delves into the nature of the structure itself‚ including formalization‚ centralization‚ and complexity. Three organizational design models are also presented and discussed: mechanistic‚ organic‚ and matrix. Following this is a discussion of multinational structures‚ virtual organizations‚ and boundaryless organizations.
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*Do we want/need to decentralize decision making. *Are they needs to deal with problems such as the effect of structure on communications; staff/line conflict especially the tension between employees and experts and line managers; centralization versus decentralization etc.
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Chapter 1: Introduction to McDonaldization What is McDonaldization? McDonaldization: The process by which the principles of the fast-food restaurant are coming to dominate more and more sectors of American society as well as of the rest of the world What do we mean by the spatial‚ temporal‚ and vertical expansion of McDonaldization? Spatial expansion: franchises are growing rapidly; international success; other nations have developed their own variants on the McDonald’s chain McDonald’s long
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Ian Cabalo October 2012 Period Two AP World History Unit 2: Chapter 8: The Unification of China In Search of Political and Social Order A. Confucius (551-479 B.C.E.) and His School 1. Confucius a. Educator and political authority b. Sayings were compiled in the Analects by his disciples 2. Confucian Ideas a. Basically honesty and ethical in character b. Thoroughly practical: how to restore political and social
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Principles and Practices of Management Assignment A Marks 15 Answer all questions. 1. What were the Hawthorne studies? What effect did they have on the Management practices? 2. What steps can an organisation take to increase the motivational force for high levels of performance? 3. Explain briefly various Management Functions. What is the basis for saying that planning is the most crucial management function? Discuss. 4. Explain the MBO Process. 5. Elucidate the relationship between
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responsibilities of each level. In order to tackle sub unit orientation‚ effective co ordination‚ co operation and communication among separate sub units. A right balance can be achieved through effective technological tools. 3. Balancing centralization and decentralization: Operational decisions are delegated but strategic decisions are centralized. Director / Partner decides the project bidding process and other strategic decisions. Senior Manager heads a project. All decisions pertaining to a project
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