General Management 3-What makes George David such a highly regarded manager? Q2. How does David get things done through people?Q3. What evidence can you see of David’s

What makes George David such a highly

General Management 3



Q1. What makes George David such a highly regarded manager?

Q2. How does David get things done through people?

Q3. What evidence can you see of David’s planning and strategizing, organizing, controlling, leading, and developing?

Q4. Which managerial competencies does David seem to posses? Does he seem to lack any?

Q5. Why did the strategic plans adopted by companies like level 3, Global crossing, and 360 Network fail?

Q6. The managers who ran these companies were smart, successful individuals, as were many of the investors who put money into their businesses. How could so many smart people have been so wrong?

Q7. What specific decision-making biases do you think were at work in this industry during the late 1990s and early 2000s?

Q8. What could the managers running these companies done differently that might have led to a different

Q9. Why did Dow Chemical first adopt a matrix structure? What benefits did it hope to derive from his structure?

Q10. What problems emerged with this structure? How did Dow try to deal with them? In retrospect, do you think those solutions were effective?

Q11. Why did Dow change its structure again in the mid-1990s? What was Dow trying to achieve this time? Do you think the current structure makes sense given the industry in which Dow operates and the strategy of the firm? Why?

Q12. Discuss McDonald’s current situation from a human resource planning perspective

Q13. Is McDonald’s taking the best approach to improving its employer brand? Why or why not? If you were in charge of developing the McDonald’s employer brand, what would you do differently?

Q14. Would “guerrilla” recruiting tactics help McDonald’s attract more applicants? Why or why not? If so, what tactics might be effective?

Q15. What technological paradigm shift did Reuters face in the 1990s? How did that paradigm shift change the competitive playing field?

Q16. Why Reuters was slow to adopt internet-based technology?

Q17. Why do you think Tom Glocer was picked as CEO? What assets did he bring to the leadership job?

Q18. What do you think of Glocer’s attempts to change the strategy and organizational culture at Reuters? Was he on the right track? Would you do things differently?


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