Shop ‘til You Drop: Corporate Culture in the Retail World

...

- How might productivity differ between a climate that supports innovation and a climate that does not?

Productivity might be higher in a company where climate supports innovation than in a company that does not support innovation.

- Where would you rather work? Why?

I would rather to work in a company that supports innovation because I would be allowed to bring new ideas and maybe get the job in a different way. Also, I believe it will be more pleasant to work in a flexible company than in a rigid one.

Chapter 12

Discussion questions #: 3 and 5

- If managers frequently use experience and intuition to make complex, nonprogrammed decisions, how do they apply evidence-based management, which seems to suggest that managers should rely on facts and data?

Evidence-based management means a commitment to make more informed and intelligent decisions based on the best available facts and evidence. To apply evidence based management, one must be extremely careful and thoughtful and rely on data and facts to make informed decisions. Many manager problems are uncertain, and hard facts and data aren’t available, buy by always seeking evidence, managers can avoid relying on faulty assumptions. Moreover, decision makers can also do a post-mortem of decisions to evaluate what worked, what didn’t, and how to do things better.

- What are the three major phases in Mintzberg’s incremental decision model? Why might an organization recycle through one or more phases of the model?

The three major phases that Mintzberg’s uses in his model are the identification phase, development phase, and the selection phase. The identification phase is when a manager recognizes a problem. While, the development phase looks at finding a solution in order to fix the problem and the selection phase is a solution is chosen and implemented. An organization often goes through this process multiple times as time continues, companies must adapt to both internal and external factors. Thus, management will continue to use this model as it has identified another issues and needs to repeat the process in order to solve this new dilemma.

Chapter 13

Discussion questions #: 4 and 6

- What is the difference between power and authority? Is it possible for a person to have formal authority but no real power? Discuss.

The main difference between power and authority is the degree of control and influence they offer to the possessor. While authority is the sanctioned right given to a person to get things done in an official capacity, power is the ownership of authority and control to influence the opinions, movements and behaviors of others. Power has a wider scope and enables one to do what they want instead of looking out to see if they are doing it the right way. It might not always be given, but it comes to people who are experts in their field. Authority, on the other hand, is the right given to a person to give orders to subordinates and get things done by them. An official cannot perform his duties without adequate authority.

It is possible for a person to have formal authority but no real power, because authority may be given because of the person’s position, either official or non-official, but power is something that comes with personality, charisma or personal attributes too and this person may lack these characteristics.

6.In Exhibit 13.7, R&D has greater power in company B than in the other firms. Discuss possible strategic contingencies that might give R&D greater power in this firm.

The R&D department in Company B from Exhibit 13.7 might be given greater power because innovation might be important to that organization. Strategic contingencies are activities both inside and outside an organization that are essential for attaining organizational goals. That being said, the R&D department could be an essential department in Company B’s plan to achieve its goals. If the R&D department can provide strategic value by solving problems in the organization, they can have a greater power. Also, if product innovation is key to achieving organizational goals, the R&D department can gain power.