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Principle
& Practice of Management
1. What is your assessment of
Daimler-Benz’s operations in many different fields?
2. Should the various groups
operate autonomously? What kinds of activities should be centralized?
3. Daimler-Benz is best known
for its Mercedes-Benz cars. Why do you think Daimler bought AEG in the first
place, and why did the company venture into aerospace and Inter Services?
4. Given the apparent mistakes
in acquiring no automotive businesses, what should Jurgen Schrempp do now?
1. What are the advantages and
disadvantages of centralization and decentralization?
2. What was the rationale for
the Ford 2000 program?
3. Why did Ford change from
decentralization to centralization to recentralization?
4. Why did Ford establish a
luxury car division?
1. What are the advantages and
disadvantages of a hands-off, decentralized management approach?
2. How can Daewoo stay
competitive with the Japanese?
3. What are some of the
controllable and uncontrollable factors in this case? How should Mr. Kim
respond to those factors?
4. What do you think of
Daewoo’s expansion into central Europe? What are the advantages and risks for
the company?
1. What is your assessment of
Barrett’s performance and his vision for Intel? Is he the right person for the
job at Intel?
2. What are some problems
associated with frequent reorganization?
3. What are the pros and cons
for focusing on the distant futures and the heavy investment in new
technologies?
1. Do you think it is ethical to
engage in restructuring and delivering in massive reeducation of position?
2. Why would other companies
agree to study their “best practices”?
3. What do you think of
evaluating the performance of managers not only on the achievement of result,but also on the degree to which
they share the organizational values?
4. How would you feel of
setting unrealistic {stretch} objectives?
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