SECTION B: (75 marks) Answer THREE (3) out of four (4) questions. Question 2 (a) Identify and explain FIVE (5) roles of Henry Mintzberg’s managerial roles. (15 marks) (b) Describe the following terms: i. Centralisation (2 marks) ii. Span of control (2 marks) iii. Work specialisation (2 marks) iv. Formalisation (2 marks) v. Chain of command (2 marks)
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Porsche Cars North America‚ Inc. 980 Hammond Drive‚ Suite 1000 Atlanta‚ Georgia 30328 Dr. Ing. h.c. F. Porsche AG is the owner of numerous trademarks‚ both registered and unregistered‚ including without limitation the Porsche Crest®‚ Porsche®‚ Boxster®‚ Carrera®‚ Cayenne®‚ Cayman®‚ Panamera®‚ Speedster®‚ Spyder®‚ Tiptronic®‚ VarioCam®‚ PCM®‚ PDK®‚ 911®‚ 4S®‚ 918 Spyder®‚ FOUR‚ UNCOMPROMISED.®‚ and other model names and numbers‚ and the distinctive shapes of the Porsche automobiles‚ such as the federally
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“Sound organization structure is an essential prerequisite of efficient management” – Discuss this statement and point out the various principles which should be followed in developing organization structure Introduction Organization is the backbone of management. Without efficient organization‚ no management can perform its functions smoothly. Sound organization contributes greatly to the continuity and success of the enterprise. Once A. Carnegie‚ an American industrialist‚ said‚ “Take away our
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References: 1. Clegg‚ S.‚ Kornberger‚ M. and Pitsis‚ T. 2012‚ Managing & Organizations‚ Third Edition‚ SAGE Publications‚ London 2. Daft‚ R.L. 2004‚ Organization Theory and Design‚ Thomson South-Western‚ Mason OH 3. Grey‚ C. 2005‚ A Very Short‚ Fairly Interesting and Reasonably Cheap Book About Studying Organizations‚ SAGE Publications‚ London 4. Hatch‚ M.J. 2011 Organizations. A Very Short Introduction‚ Oxford University Press‚ Oxford 5. Jackson‚ D. 2009‚ “Undergraduate management
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Ing. h.c. F. Porsche AG (A): True to Brand? Questions: Relying on one or two sports car models and nearly going bankrupt and losing its independence in 1993. Porsche had to diversify product lines‚ and examines the branding implications of the internationalization of production. 1. The company CEO wants to integrate a new member into the Porsche product line-a sport utility vehicle (SUV)‚ a model segment the company has never focused on. The brand extension will hinder the Porsche brand imagery
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Volkswagen trades on an open market organization in which Porsche Automobile Holding SE holds the biggest part (31.5%) of the 475‚731‚296 shares remaining as of December 31‚ 2014. The modern voting distribution gives Porsche 50.73% of the voting rights. In return for this voting power‚ Volkswagen designates individuals to Porsche’s official board. Volkswagen’s company structure comprises the as of late chosen CEO‚ Matthias Muller‚ and seven individuals from the Management Board. Answering to the
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from home as they rush to maintain their dominance of the world-wide market for premium cars. Demand for high-end cars is growing faster than the broader market and it is strongest for Mercedes‚ Audi and BMW sedans and sport-utility vehicles and Porsche sports cars. Together‚ these German manufacturers control nearly 80% of the global market for premium cars‚ according to industry estimates. In the past‚ Germany exported its iconic cars. But for years‚ the Germans have been ramping up production
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buyer decision process of a traditional Porsche customer I found that they primarily produce sports cars and mainly appeal to a selective market segment of economically stable and target the high class. The company purchases reflect themselves and personal achievement showing the customer why they should buy cars like Porsche. The customers purchase the product because it is a fun car to drive and enjoy and because of the brand name. 2. The traditional Porsche customer decision process to the decision
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Evolution of Formal Organizations Paper Linda Price November 21‚ 2010 Axia College of University of Phoenix Sociology (Axia)-SCO/120 Joanne Colosi Jucha Evolution of Formal Organizations Over the course of the last 100 years‚ the overall trend in thinking about organizational form and structure has been toward greater recognition‚ system complexity‚ and diversity. While the overall trend in thinking about organizational and management effectiveness has been away from the generic toward
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(2005); Organization: Contemporary Principles and Practice. Oxford: Blackwell. What is an Organization? • Organizations provide goods and services • Organizations employ people • Organizations bring together people and resources to produce products and services 4 4 4 What is an Organization? (cont.) • Organization: a tool used by people to coordinate their actions to obtain something they desire or value Organization: a tool used by people 5 How Does an Organization Create
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