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IIBMS – Principal Practice Management Answer sheet

Principal Practice Management


IIBMS – Principal Practice Management

  1. What was the cause of fear in RBM?
  2. What were the symptoms of fear displayed by RBM?
  3. How did the RMO come to know of the war phobia of RBM?
  4. What actions should be taken to avoid building up of fear among the troops? Which of these steps were taken by the officer?
  1. Discuss merits/demerits of the role of strike, agitation and legal approach in union management relations.
  1. What role does mutual trust play in building union-management relations?
  2. What were the strengths and weaknesses of VSNL?
  3. Do you think that VSNL should have changed its thrust from basic telephony to cellular services?
  1. If you were the Deputy General Manager, what strategies would you have undertaken to deal with the competition?
  1. What environmental factors influenced management style at Disney?
  2. What kind(s) of organizational structure seem to be consistent with “Dream as a Team” ?
  1. How and where might the informal organization be a real asset at Disney ?
  2. How were principles of delegation and decentralization incorporated into Cine – Made operations?
  1. What are the sources and uses of power at Cin – Made?
  2. What were some of the barriers to delegation and empowerment at Cin –Made?
  3. What lessons about management in a rapidly changing marketplace can be learned from the experience of Cin – Made
  1. With retailers as their primary customers, what customer competitive imperatives could be affected by Rollerblade’s inventory problems?
  1. How appropriate might a just – in – time inventory system be for a product such as roller skates?”
  1. What opportunities are therefore Rollerblade managers to see FOR themselves as selling services, instead of simply roller skates?

Principal Practice Management

  1. What op
  2. portunities and threats did McDonald’s face ? How did it handle them ? What alternatives could it have chosen ?
  3. Before McDonald’s entered the European market, few people believed that fast food could be successful in Europe. Why do you think McDonald’s has succeeded ? What strategies did it follow ? How did these differ from its strategies in Asia ?
  4. What is McDonald’s basic philosophy ? How does it enforce this philosophy and adapt to different environments ?
  5. Should McDonald’s expand its menu ? If you say no, then why not ? If you say yes, what kinds of precuts should it add ?
  6. Why is McDonald’s successful in many countries around the world ?
  7. Can a division manager develop verifiable goals, or objectives, when the president has not assigned them to him or her? How? What king of information or help do you believe is important for the division manager to have from headquarters?
  8. Was the division manager setting goals in the best way? What would you have done? Evaluate the formulation of the merger between Daimler and Chrysler. Discuss the strategic fit and the different product lines.
  9. Assess the international perspectives of Eaton and Schrempp.
  10. What are the difficulties in merging the organizational cultures of the two companies?
  11. What is the probability of success of failure of the merger? What other mergersdo you foresee in the car industry?
  12. The re-engineering efforts focused on the business process system. Do you think other processes, such as the human system, or other managerial policies need to be considered in a process redesign?
  13. What do you think was the reaction of the brand managers, who may have worked under the old system for many years, when the category management structure was installed?
  14. As a consultant, would you have recommended a top-down or bottom-up approach, or both, to process redesign and organizational change? What are the advantages and disadvantages of each approach?
  15. 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?
  16. Would the HP managerial style work in any organization? Why, or why not? What are the conditions for such a style to work?
  1. In the NUMMI joint venture, what did Toyota gain? What were the benefits for General Motors?
  1. As a consultant, what strategies would you recommend for European carmakers to improve their competitive position in the global car industry


  1. What can Joshi and her staff do to select the type of entry-level candidates they want?
  1. How can Joshi ensure that those who are hired come to accept the core cultural values of the hospital? What steps would you recommend?

(a) Do you think the number of units of a product to be manufactured is a random number? Explain your reasoning.

(b) How does one determine the number of units of a product to be manufactured in an organization?

(c) What are the elements you would take into consideration for forecasting the production and sales requirement of the product developed by Leo Medical Center?

(d) How would you go about planning and organizing the manufacturing and selling efforts of the organization?

(a) What type or types of organization design do you feel this task force should recommend in the third and final phase of the approach to their assignment?

(b) Explain how the systems and the contingency theories of organization can each contribute to the analysis of this case.

(c) Do you think Hari Mohan was correct in his suggestion of how the task force should proceed? What types of problems might develop as by-products of the recommendation you made in question 1

(a) Discuss the nature and characteristics of the problems in this case.

(b) What steps should be taken by Mr Kumar to overcome these problems?

  1. Is George’s view of the situation realistic?
  2. How do you evaluate Vipulabh’s position?
  3. How might this conflict be associated with factors in the formal organization?
  4. What should the president of Simplex Mills do now?

IIBMS – Principal Practice Management

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