Marsha feels that there must be a better
General Management 1
Q1. Marsha feels that there must be a better way to conduct market research, particularly given the fact that the department has a LAN with a lot of capacity. What solutions to this problem can you recommend?
Q2. How will you approach this task? What sources of information will you seek to help understand and solve problems in the company?
Q3. Who is right? What is responsible for so many different positions? How can the governor reconcile these conflicting viewpoints and arrive at the true cause of the problem?
Q4. What do you recommend? How should Masters go about making his decision?
Q5. What events do you think are responsible for the new attitudes on the part of users? How can the CIO take advantage of them?
Q6. In some of the organizations described in this chapter, managers form alliances with various partners. These alliance firms may provide a virtual component for your organization. However, the employees involved in this alliance do work for two different firms. How does a manager manage under these conditions? Suppose that your firm enters into a relationship with another firm to take over its inventory of raw materials and to become a just-in-time supplier. The partner firm hires your former inventory employees so they no longer work directly for you. Describe the role of a manager in working with an alliance partner that provides you with a virtual component of your firm?
Q7. The president of the company has read about new organizational forms enabled by information technology. The only technology in place now is the order entry and warehouse inventory system. The president would like to make Boats-R-Us both more efficient and more responsive to its customers. What new kinds of organization forms for Boats-R-Us might be enabled by information technology?
Q8. To Rubin, these changes seem evolutionary and rather mild. He has read articles about electronic commerce and even shopped on the Web to try it out. He also sees small firms becoming global as they advertise their products on the Web. What kinds of banking services will these firms want? How will changes in commerce and life styles influence what customers, both individual and corporations, want from a bank? Will a bank become “a piece of computer software on a network,” a statement attributed to the chairman of Citibank?
Q9. She asked you to consult with SI in the hope of finding a strategic application for information technology: “I want something that will give us a competitive edge,” she said. What kind of process would you follow to try to identify a strategic application? What applications areas look promising? How does a firm like SI develop a strategic system? How does it establish and maintain a competitive advantage?
Q10. The president has to make a decision. First, should Autozip accept orders on the Web, and second, if so, how? Should it go to a firm that hosts Web marketplaces, buy software and set up its own site, or develop its own software?
Q11. What advice would you give Hershey and Sherman? What are the pros and cons of strategic alliances in this situation?
Q12. How can Bill help the company solve this problem? Do you think they need to reorganize the structure of their IT units? Does it make sense to have foreign operations reporting to Bill? If not, how can he influence what goes on in subsidiaries outside the U.S.?
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