Académique Documents
Professionnel Documents
Culture Documents
MARKS: 80
COURSE:
SUB: PRINCIPLES & PRACTISE OF MANAGEMENT
N. B.:
1)
2)
surroundings.
McDonalds
QSC&V
(quality,
service,
cleanliness, and value) was a hit. The chain expanded into every state
in the nation.
prices for the $2.32 U.S. Big Mac. Britain, $2.80, Denmark $4, 92,
France $3.23, Japan $4.65, and Russia $1.62.
Its traditional menu has been surprisingly successful.
People
with diverse dining habits have adopted burgers and fries whole
heartedly.
fries, potatoes were used in Japan only to make starch. The Germans
thought hamburgers were people from the city of Hamburg.
McDonalds also serves chicken, sausage, and salads.
items, a very different product, is pizza.
Now,
One of the
In Norway, McDonalds
with a bang.
restaurants that the police closed the street to vehicles. The strategy
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has helped McDonalds develop a strong market share in the fast food
market, even though its U.S. competitors and new local competitors
quickly enter the market.
The advertising campaigns are based on local themes and reflect
the different environments.
to
franchising,
but
they
do
not
require
McDonalds
King Restaurants.
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think McDonalds has succeeded?
Case No. : 2
Developing Verifiable Goals
The division manager had recently heard a lecture on management by
objectives. His enthusiasm, kindled at that time, tended to grow the
more the thought about it. He finally decided to introduce the concept
and see what headway he could make at his next staff meeting.
He recounted the theoretical developments in this technique,
cited the advantages to the division of its application, and asked his
subordinates to think about adopting it.
It was not as easy as everyone had thought. At the next meeting,
several questions were raised. Do you have division goals assigned by
the president to you for next year ? the finance manager wanted to
know.
No, I do not, the division manager replied. I have been waiting
for the presidents office to tell me what is expected, but they act as if
they will do nothing about the matter.
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Questions:
1.
important
for
the
division
manager
to
have
from
headquarters?
2.
done?
Case No. : 3
The Daimler-Chrysler Merger: A New World Order?
In May 1998, Daimler-Benz, the biggest industrial firm in Europe and
Chrysler, the third largest carmaker in the US merged. The carefully
planned merger seemed to be a ``strategic fit. Chrysler with its lowerpriced cars, light trucks, pickups, and its successful minivans
Lee lacocca, the colorful Chrysler Chairman left Ford for Chrysler
because of a clash with Henry Ford II in 1978. He is credited with
saving Chrysler from bankruptcy in 1979/1980, when he negotiated a
loan guaranty from the US government. Iacocca also led Chryslers
CEO who negotiated the 1998 merger with Daimler, replaced Iacocca
in 1992.
At the time of the merger, Daimler was selling fewer vehicles
than Chrysler, but had higher revenues. Daimlers 300,000 employees
worldwide produced 715,000 cars and 417,000 trucks and commercial
vehicles in 1997. The company
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was also in the business of airplanes, trains, and helicopters, and two
thirds of its revenue came from outside Germany.
So, why would Daimler in Stuttgart go to Chrysler in Detroit?
The companies had complementary product lines and Chrysler saw
the merger as an opportunity to over come some of the European trade
barriers; but the primary reasons for mergers in the auto industry are
technology (high fixed costs) and overcapacity. Only those companies
with economies of scale can survive. Mr. Park, the President of
Hyundai Motor Company stated that the production lines in Korea
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The respective strengths are that Daimler is known for its luxury cars
and its innovation in small cars (A-Class, Smart Car). Chrysler, on the
other hand, has an average profit per vehicle that is the highest among
the Big 3 (GM, Ford, and Chrysler) in Detroit, thanks to the high
margins on minivans and Jeeps. Chrysler is also known for its highly
arranging
for
the
Daimler-Chrysler
merger,
Juergen
corporate
culture
on
the
highest
organizational
level,
and
decision
making.
Americans
prefer
one-to-one
Questions:
1. Evaluate the formulation of the merger between Daimler
and
product lines.
2.
Assess
the
international
perspectives
of
Eaton
and
Schrempp.
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Case: 4
Re-engineering the Business
Process at Procter & Gamble
Procter & Gamble (P&G), a multinational corporation, known for its
products that include diapers, shampoo, soap, and tooth-paste, was
committed to improve value to the customer. Its products were sold
through various chanels such as grocery retailers, wholesalers, mass
merchandisers, and club stores. The flow of goods in the retail grocery
Questions:
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Case No. : 5
want to do a good job, a creative job, and that if they are provided the
proper environment they will do so. Bill Hewlett,HP Co-Founder
The values of the founders who withdrew from active
management in 1978 still permeate the organization. The HP Way
emphasizes honesty, a strong belief in the value of people, and
customer satisfaction. The managerial style also emphasizes an opendoor policy, which promotes team effort. Informality in personal
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relationships is illustrated by the use of first names. Management by
objectives is supplemented by what is known as managing by
wandering around. By strolling through the organization, top
managers keep in touch with what is really going on in the company.
This informal organizational climate does not mean that the
organization structure has not changed. Indeed, the organizational
changes in the 1980s in response to environmental changes were quite
painful. However, these changes resulted in extraordinary company
growth during the 1980s.
1. Is the Hewlett Packard way of managing creating a climate
in which employees are motivated to contribute to the aims of
the organization? What is unique about the HP Way?
Case No.: 6
Quality as the Key Success Factor
In Winning the Global Car War
Massachusetts institute of Technology (MIT) conducted an extensive
study of the global car industry that compared operations at General
Motors, Toyota, and the joint venture between GM and Toyota, the
New United Motor Manufacturing Inc. (NUMMI) plaint in Fremont,
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California. The result of the study should raise some very disturbing
questions about the quality and productivity of American operations,
namely:
Why did the GM plant average 135 defects per car when Toyota
had only 45 defects or about one-third the numbers?
Toyota, but there are also signs of encouragement in the MIT study.
Although American auto makers had fallen behind their foreign rivals,
they have taken active steps to improve product quality and respond to
customer wants. These companies have not been defeated; rather they
have been revitalized by the competition.
GM joined forces with Toyota to create the NUMMI plant in order
to improve the quality and efficiency of its manufacturing operations.
The old GM plant in Fremont, California, was one of the car makers
worst performing facilities before the NUMMI operation
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was initiated. As a result of the joint venture, assembly time has been
greatly reduced and quality, measured in terms of total number of
defects per car, has equaled the performance of Toyota in Japan.
Questions:
1. In the NUMMI joint venture, what did Toyota gain? What
were the