power use as descrbed belo.1. Define and describe the concept of "hardpower" and the three types of this kind ofpower. Identify a work situation for eachof these three types of power in which theuse of "hard power" (coercive, reward,legitimate) might be appropriate. Foreach situation:a. Identify and define the type ofhard power used.b. Provide rationale for why theuse of hard power is appropriate.

Hard power: It is a command power and has the ability to change what others do .through coercion.It…

Answered: 1. Define and describe the concept of…

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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2. Define and describe the concept of "soft power" and the two types of this kind of power. Identify a work situation for each of these two types of power in which 'soft power" (expert referent) might be appropriate. For each situation: a. Identify and define the type of soft power used. b. Provide rationale for why the use of soft power is appropriate.
37 - Ezgi's character in the book Bir Human Resources thinks what human resources employees should do in a time of crisis? a) The crisis should be ignored and the decrease should be expected. B) After the crisis, the crisis should be ignored by not making the necessary explanations. NS) A classical management approach should be applied, only managers should be informed. D) When a crisis occurs, human resources employees must act quickly and provide accurate and reliable information to all parties affected by the incident, from the most authoritative point of view. TO) After the crisis, it should be waited for a long time, its effects should be evaluated and solutions should be sought.
Mr. Herrera, general manager of XYZ Company with a workforce of 1,700 men is into manufacturing of jeeps. Jeeps are public utility vehicles and considered a local version of Hamer. During the first (5) years of operation, business is doing good. Soon after, local and foreign competition started penetrating the market and sales started to break-even. Mr. Herrera decided to go into aggressive promotions, product development and market expansion. Since Mr. Herrera does not believe in planning, all these activities were all done during the sixth year of operation. Sales started to pick up but did not reach the profit expectations of Mr. Herrera. 1.If you are Mr. Herrera, what are the things that you would do and why? 2.What would you say were the possible good things that planning will do to the jeep manufacturing business of Mr. Herrera?
1. Explain the Resources-Based Theory (RAT)
ORGANISATIONAL BEHAVIOUR AND MOTIVATION IN THEWORKPLACEOrganizational Behaviours (OB) is the study of human behaviour in organizational settings, the interface between human behaviour and the organization, and the organization itself. The study of organizational behaviour gives insight on how employees behave and perform in the workplace. It helps us develop an understanding of the aspects that can motivate employees, increase their performance, and help organizations establish a strong and trusting relationship with their employees.Required: A. Which organizational behaviour disciplines do you feel are most important inpromoting employee effectiveness? Explain why you think any particulardiscipline is important? B. Motivation is the driving force that explains why employees do what they do.Explain with supporting reasons, the motivational theories that are particularly suited to increasing the performance of employees.
FOR the company : Mitsubishi (elevators) for government buyers a. sketch the document depicting Job Analysis, Job Description and Man Specification for the front level salesperson and Director Sales b. Considering the continual rains situation for the front-end sales personnel, sketch ACMEE document c. Identify the factors pertaining to the company that influence i. Sales Force' Compensation Package for front-end salesperson ii. Sales Force' Motivational Plan for front-end salesperson
1) Differentiate moral-rights view and justice view. 2) What is programmed and non-programmed decision making? 3) Define Management by Objectives (MBO). 4) Highlight the main idea of B.F Skinner’s reinforcement theory. 5) Briefly explain the 2 types of recruitment. 6) What is meant by trait model? Give 2 examples.
WR20. There are several functions of Human Resources that play a significant role when hiring the most qualified candidate. Those functions include human resources planning, recruitment, selection and retention. Describe all four (4) functions. Do the processes of human resource planning and staffing happen simultaneously or in a more sequential, linear way?
7) Differentiate between the two following terms: a. Task environmentb. General environment
Case: The Busy Boss Delegates Director of materials management Tom Netter was responsible for activities divided among five managers, some who themselves had subordinate supervisors. As someone responsible for a wide range of activities, Tom had always espoused a belief and active delegation of authority an active participative management as far as his direct-reporting managers were concerned. It seemed to Tom as though a common response throughout the hospital to many problems and questions that arose was, “That's Netter's responsibility”. In a way it made him feel good to be identified so strongly with many important activities. Among Tom’s many responsibilities was membership, on behalf of the hospital, on several product committees of the region’s group purchasing program. He also served on at least four hospital committees, including the product evaluation committee and the safety committee. As is often the case with a growing health care institution and with the expanding…
Case: The Busy Boss Delegates Director of materials management Tom Netter was responsible for activities divided among five managers, some who themselves had subordinate supervisors. As someone responsible for a wide range of activities, Tom had always espoused a belief and active delegation of authority an active participative management as far as his direct-reporting managers were concerned. It seemed to Tom as though a common response throughout the hospital to many problems and questions that arose was, “That's Netter's responsibility”. In a way it made him feel good to be identified so strongly with many important activities. Among Tom’s many responsibilities was membership, on behalf of the hospital, on several product committees of the region’s group purchasing program. He also served on at least four hospital committees, including the product evaluation committee and the safety committee. As is often the case with a growing health care institution and with the expanding field…
CASE: “From This Point On …” Champion Foods is one of several companies offering healthy, frozen-packaged meals in the once-laughable and nutritionally challenged frozen dinner industry. Meeting the changing needs of modern, on-the-go, budget-conscious consumers, the new generation of meals offered by Champion faces unprecedented competition from long-time industry leaders including Bertolli, Marie Callender’s, Healthy Choice, Lean Cuisine, and others. Cutthroat competition within the industry means every corporation must hustle for high-quality ingredients, improved packaging, efficiency in delivery systems, and decreased cooking times. Like its competitors, Champion strives for increased market share through a combination of promotional strategies and the introduction of new products. To meet these challenges, CEO Roberto Champion created a new management position to monitor promotional strategies. Vice president for Marketing Ted McCann hired Lucian Wilkes, a retired army colonel,…

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