All of the following are organization-level impediments to change EXCEPT power and conflict. mechanistic structure. organizational culture. Ouncertainty and insecurity. differences in functional orientation.
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- The more evidence that can support an accurate, the better the decision-making that can be made to ensure growth and company objectives. Could "analysis paralysis" take over and thereby prevent the use of multiple tools?Which among the following is one of the advantages of the McKinsey 7S model 1 It is considered a long-term modelWith the changing nature of businesses, it remains to be seen how the model will adapt. 2 It seems to rely on internal factors and processes and may be disadvantageous in situations where external circumstances influence an organization. 3 It is considered a longstanding theory, with numerous organizations adopting the model over time.All of them solve. 1.Customer insights are an important outcome of marketing research. True or False 2.A product that offers fewer benefits at a higher price than the competition can be said to have a losing value proposition. True or False 3.Comparative advertising is focused on comparing a product’s benefits to its costs. True or False 4. In a SWOT analysis, both strengths and opportunities are internal to the organization. True or False
- You own a company that makes after-market accessories for vehicles. You have 75 employees split in two facilities: one in Denver and one in Baltimore. The facility supervisor in Baltimore has abruptly quit to follow his wife on an overseas government appointment. You hired a former colleague who has everything needed to step in and take over the operation successfully. However, as the only woman at that site, she has been facing serious resistance to change since beginning three weeks ago. List the reasons why you think she is experiencing such resistance to change then explain how you would work to overcome this resistance with the 32 employees in that building. (please cite references)The primary purpose of the OKR methodology (Objectives and Key Results) is to: a) Raise money from investors b) Foster team focus on top priorities for the next 90 days c) Fire bad employees d) Establish accountability for achievement of progress on company goals O a) and b b) and c) c) and d) a) and d) O b) and d) All of the above None of the aboveA(n) _____ environment lacks some information, but it is possible to assign probabilities to the likely outcomes of alternatives. * 1 Anticipated. 2Risk. 3Certain. 4Uncertain.
- T his is Management question..Examine the potential pitfalls associated with relying too heavily on employee involvement initiatives in the absence of well-defined objectivesDruckerSystematic innovation involves “monitoring seven sources for innovative opportunity” (Drucker, 1985, p. 35). The first fourare internally focused within the business or industry, in that they may be visible to those involved in that organization orsector. The last three involve changes outside the business or industry.Internally FocusedThe unexpected (unexpected success, failure, or outside events)The incongruity between reality as it actually is and reality as it is assumed to be or as it ought to beInnovation based on process needChanges in industry structure or market structure that catch everyone unawaresExternally FocusedDemographics (population changes)Changes in perception, mood, and meaningNew knowledge, both scientific and nonscientific Discuss the concept which deals with opportunity thinking anddesign thinking, analyse their concepts by providing specific examples and cite readings (e.g. articles,narrative, research) from reputable sources.Q1: Describe planning as a five-step process (with examples)Q2: Explain how managers use planning techniques to evaluate the opportunities and threats in the organization’s environment and formulate strategy. Q3: Differentiate among corporate-level, business-level, and functional-level strategies.Q4: Differentiate between programmed and nonprogrammed decisions, and explain whynonprogrammed decision making is a complex, uncertain process.
- 1) This is a multiple answer type of question. So, please select all the options from the bellow listed ones that are correct. As the environmental uncertainty increases, the following things become very important for a firm: Increased collaboration, faster exchange of information & knowledge to respond quickly to environmental changes is crucial Organizations do not need any extra efforts to bring in more information about the environment Continuous and ongoing scanning and evaluation of the environment becomes vital More information about the environment and resources are needed 2) Employees in a boundary-spanning role (called "Boundary Spanners") provide the firm with information about what is going on in the external environment by linking the firm to the environment True False 3) An unstable environment is one in which the number of external elements of the environment that lie in the firm's domain is very large. That means many…Q1. Indicate whether or not the organization where you are employed engages in strategic management and planning. If Yes, how has this benefitted the organization? If No, give your perceptions regarding the limitations and why the organization does not engage in strategic management and planning. Q2. Discuss briefly why ethical decision-making is essential in an organization, and the possible effects that ethical violations/unethical behaviours can have on the organization and its stakeholders.The most common company-situation analysis is the: O a. Comparison of product and pricing of competitors. O b. TOPS O c. SWOT d. DOGS