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Question: Selina Lo loves her job as the


Selina Lo loves her job as the manager of a toy store in San Francisco. She loves the chaos and the excitement of kids as they wander around the store searching for their favorite toys. Teddy bears pulled off the shelves and toy trucks left on the floor are part and parcel of managing a toy store. Yet her biggest challenge, which is a problem faced by many retailers, is employee turnover. Many of her employees leave after just a few months on the job because of hectic schedules and long work hours. Selina is always looking for new ways to keep her employees committed to their jobs. She also takes care of customers’ requests and complaints and tries to address them satisfactorily. This is what Selina’s life as a manager is like. However, retailers are finding that people with Selina’s skills and enthusiasm for store management are few and far between. Managing a retail store is not the career that most college graduates aspire to. Attracting and keeping talented managers continues to be a challenge for all kinds of retailers. Suppose you’re a recruiter for a large retail chain and want to get college graduates to consider store management as a career option. Using what you learned in Part 1, how would you do that? or men? Statistics tell an interesting story. In the United States, women held 40 percent of all managerial positions and 21 percent held senior leadership roles, but only 4.8 percent of the Fortune 500 CEO spots. Interestingly, emerging economies have high proportions of women in top positions. In Africa, 89 percent of businesses have at least one woman in senior management, while women are in senior management positions in 87 percent of Eastern European businesses. In Western Europe, 79 percent of French businesses have at least one woman in a senior leadership role, while the United Kingdom has 75 percent. Germany fares worse, with no women CEOs leading their top 30 companies and women holding only 9 percent of positions on executive boards of top companies. Two countries in Asia with high percentages of women CEOs are Thailand (40 percent) and Vietnam (25 percent). By contrast, 10 percent of CEOs in Singapore are women. In Australia, 16.5 percent of CEOs or heads of businesses are women. As you can see, companies across the globe continue to have a large gender gap in leadership. Men far outnumber women in senior business leadership positions. These circumstances exist despite efforts and campaigns to improve equality in the workplace. Where there has been significant VIA, Starbucks Refreshers, Evolution Fresh, La Boulange, Verismo, and Torrefazione Italia brands. It’s a company that truly epitomizes the challenges facing managers in today’s globally competitive environment. To help you better understand these challenges, we’re going to take an in-depth look at Starbucks through these continuing cases, which you’ll find at the end of every part in the textbook. Each of these six part-ending continuing cases will look at Starbucks from the perspective of the material presented in that part. Although each case “stands alone,” you’ll be able to see the progression of the management process as you work through each one.

The Beginning:
“We aren’t in the coffee business, serving people. We’re in the people business, serving coffee.” That was the philosophy of Howard Schultz, chief executive officer emeritus of Starbucks. It’s a philosophy that has shaped—and continues to shape—the company. The first Starbucks, which opened in Seattle’s famous Pike Place Market in 1971, was founded by Gordon Bowker, Jerry Baldwin, and Zev Siegl. The company was named for the coffee-loving first mate in the book Moby Dick, which also influenced the design of Starbucks’s distinctive two-tailed siren logo. Schultz, a successful New York City businessperson, first walked into Starbucks in 1981 as a sales representative for a Swedish kitchenware manufacturer. He was hooked immediately. He knew that he wanted to work for this company, but it took almost a year before he could persuade the owners to hire him. After all, he was from New York, and he hadn’t grown up with the values of the company. The owners thought Schultz’s style and high energy would clash with the existing culture. But Schultz was quite persuasive and was able to allay the ownto many minor compromises that when added up led to a “watering down of the Starbucks experience.” Among his complaints: sterile “cookie cutter” store layouts, automatic espresso machines that robbed the “barista theater” of roasting and brewing a cup of coffee, and flavor-locked packaging that didn’t allow customers to inhale and savor that distinctive coffee aroma. Schulz felt Starbucks had lost its “cool” factor, and his criticism of the state of the company’s stores was blunt and bold. There was no longer a focus on coffee, only on making the cash register ring. Within a year of the memo (and eight years after he left the CEO position), Schultz was back in charge and working to restore the Starbucks experience. His goals were to fix the troubled stores, to reawaken the emotional attachment with customers, and to make long-term changes like reorganizing the company and revamping the supply chain. The first thing he did, however, was to apologize to the staff for the decisions that had brought the company to this point. In fact, his intention to restore quality control led him to a decision to close all (at that time) 7,100 US stores for one evening to retrain 135,000 baristas on the coffee experience . . . what it meant, what it was. It was a bold decision, and one that many “experts” felt would be a public relations and financial disaster. But Schultz felt doing so was absolutely necessary to revive and reenergize Starbucks. Another controversial decision was to hold a leadership conference with all store managers (some 8,000 of them) and 2,000 other partners—all at one time and all in one location. Why? To energize and galvanize these employees around what Starbucks stands for and what needed to be done for the company to survive and prosper. Schultz was unsure about how Wall Street would react to the cost, which was around $30 million total (airfare, meals, hotels, etc.), but again, he didn’t care because he felt doing so was absolutely necessary and critical. In the interim years, Starbucks grew and prospered. In 2017, Schultz stepped down again as CEO and completely cut his management ties to the company in June 2018, although he remains the single largest shareholder. Schultz helped to choose the new Starbucks president and CEO, Kevin Johnson. Johnson has had to figure out how to handle the reality of stiff competition and slow same-store sales growth. One of his first actions as CEO was to close all 379 Teavana stores and sell off the Tazo tea brand. Johnson also had to determine how to respond when two African Americans were arrested at a Philadelphia Starbucks while waiting for a friend. This received a huge amount of media attention—most of it negative and suggesting the company was racist. Johnson earned praise for making a face-to-face apology to the two men and closing nearly 8,000 Starbucks stores for anti-bias training. Johnson also has overseen extending paid paternity leave and paid time off to care for sick family members for hourly employees.2 So we’re beginning to see how Starbucks epitomizes the five Cs—community, connection, caring, committed, and coffee. In this Continuing Case in the Management ers’ fears. They asked him to join the company as director of retail operations and marketing, which he enthusiastically did. Schultz’s passion for the coffee business was obvious. Although some of the company’s employees resented the fact that he was an “outsider,” Schultz had found his niche and he had lots of ideas for the company. As he says, “I wanted to make a positive impact.” About a year after joining the company, while on a business trip to Milan, Schultz walked into an espresso bar and right away knew that this concept could be successful in the United States. He said, “There was nothing like this in America. It was an extension of people’s front porch. It was an emotional experience. I believed intuitively we could do it. I felt it in my bones.” Schultz recognized that although Starbucks treated coffee as produce, something to be bagged and sent home with the groceries, the Italian coffee bars were more like an experience—a warm, community experience. That’s what Schultz wanted to recreate in the United States. However, Starbucks’s owners weren’t really interested in making Starbucks big and didn’t really want to give the idea a try. So Schultz left the company in 1985 to start his own small chain of espresso bars in Seattle
progress is Europe. Many countries there require corporations to allocate a specified percentage of board seats to women. For example, since 2008 Norway has required 40 percent of board seats to be held by women. But women in Norway still only make up 7 percent of CEOs, so progress hasn’t spread evenly across all kinds of leadership positions. To address leadership inequality outside the boardroom, companies like Deutsche Telekom in Germany have set recruiting goals to increase the number of women in their talent pipeline. Deutsche Telekom strives for women to comprise half of their new trainees and for women to make up at least 30 percent of those short-listed for management positions. Some women who have been on track to CEO positions say the problem is not with the leadership pipeline. Instead, it’s at least partly about biases— often unconscious biases—that women face. Women can be penalized for acting forcefully, looked over for challenging assignments, and not fully heard during meetings. Chevron thinks part of the answer to these problems is teaching executives about how unconscious biases may be leading women to opt out of the path to top leadership positions. Chevron invested $5 million in a “Men Advocating Real Change” training effort and has increased the percentage of women on its board to 36 percent. Chevron’s CEO, Mike Wirth, says the company has seen increased innovation as a result of their diversity and inclusion efforts.1
Discuss the following questions in light of what you learned in Part 1:
What issues might Deutsche Telekom face in recruiting women for new trainee positions?
How could it address those issues?
What issues might Chevron face with their approach to addressing the gender gap in leadership, and how could it address those issues?
What are other possible advantages of a company’s diversity and inclusion efforts besides increased innovation?
What could other organizations around the globe learn from Chevron?
Community. Connection. Caring. Committed. Coffee. Five Cs that describe the essence of Starbucks Corporation— what it stands for and what it wants to be as a business. With nearly 30,000 stores in 77 countries, Starbucks is the world’s number one specialty coffee retailer. The company also owns Seattle’s Best Coffee, Teavana, Starbucks
and Vancouver called Il Giornale. Two years later, when Starbucks’s owners finally wanted to sell, Schultz raised $3.8 million from local investors to buy them out. That small investment eventually made him a billionaire!
Company Facts:


Starbucks’s main product is coffee—more than 30 blends and single-origin coffees. In addition to fresh-brewed coffee, here’s a sampling of other products the company also offers:
Handcrafted beverages:
Hot and iced espresso beverages, coffee and noncoffee blended beverages, and smoothies
Merchandise:
Home espresso machines, coffee brewers and grinders, premium chocolates, coffee mugs and coffee accessories, and other assorted items
Fresh food:
Baked pastries, sandwiches, salads, hot breakfast items, and yogurt parfaits
Global consumer products:
Starbucks Frappuccino® coffee drinks, Starbucks Iced Coffee drinks, Starbucks Liqueurs, and a line of super- premium ice creams
Starbucks card and My Starbucks Rewards® program:
A reloadable stored-value card and a consumer rewards program
Brand portfolio:
Starbucks Entertainment, Ethos™ Water, Seattle’s Best Coffee, Teavana teas, and Fontana syrups
As of June 2018, the company had 277,000 full- and part-time partners (employees) around the world. Kevin Johnson is the President and CEO of Starbucks. Some of the other “interesting” executive positions include chief operating officer; global chief marketing officer; chief creative officer; executive vice president of partner resources and chief community officer; global responsibility chief, global supply chain; executive vice president, global coffee; learning business partner; and international partner resource coordinator.
Decisions, Decisions:
After running the show for 15 years at Starbucks, Howard Schultz, at age 46, stepped out of the CEO job for the first time in 2000 (he remained as chairman of the company) because he was “a bit bored.” By stepping down as CEO— which he had planned to do, had prepared for, and had no intention of returning to—essentially, he was saying that he agreed to trust the decisions of others. At first the company thrived, but then the perils of rapid mass-market expansion began to set in and customer traffic began to fall for the first time ever. As he watched what was happening, there were times when he felt the decisions being made were not good ones. Schultz couldn’t shake his gut feeling that Starbucks had lost its way. In fact, in a memo dubbed the “espresso shot heard round the world,” he wrote to his top managers explaining in detail how the company’s unprecedented growth had ledPractice section at the end of Parts 2–6, you’ll discover more about Starbucks’s unique and successful ways of managing. As you work on these remaining continuing cases, keep in mind that there may be information included in this introduction you might want to review.

Discussion Questions:
P1-1. What management skills do you think would be most important for Kevin Johnson to have? Why? What skills do you think would be most important for a Starbucks store manager to have? Why?
P1-2. How might the following management theories/ approaches be useful to Starbucks: scientific management, organizational behavior, quantitative approach, systems approach?
P1-3. Choose three of the current trends and issues facing managers and explain how Starbucks might be impacted. What might be the implications for first-line managers? Middle managers? Top managers?
P1-4. Give examples of how Kevin Johnson might perform interpersonal roles, informational roles, and decisional roles.
P1-5. Look up Kevin Johnson and notice what is mentioned about him. How might his experiences and background affect the way the company is managed?
P1-6. Go to the company’s website, www.starbucks.com, and find the list of senior officers. Pick one of those positions and describe what you think that job might involve. Try to envision what types of planning, organizing, leading, and controlling this person would have to do.
P1-7. Look up the company’s mission and guiding principles at the company’s website. What do you think of the mission and guiding principles?
P1-8. Describe how these would influence how a barista at a local Starbucks store does his or her job. Describe how these would influence how one of the company’s top executives does his or her job.
P1-9. What made Starbucks’s response to the Philadelphia crisis a non-programmed decision? To ensure that store managers across the company use programmed decisions in order to respond in a consistent way to non-buying customers, what would need to be done?
P1-10. Which decision style best describes Kevin Johnson’s approach to decision making? Which decision style best summarizes Howard Schultz’s decision-making approach? Explain your answer.
P1-11. How might biases and errors affect the decision making done by Starbucks executives? By Starbucks store managers? By Starbucks partners?
P1-12. How might design thinking be important to a company like Starbucks? Do you see any indication that Starbucks uses design thinking? Explain.



> Prepare a full ratio analysis and commentary for Craigielaw. Assume that a share price of 160 pence is applicable at both year-end dates. Industry average ratios for both Year 7 and Year 6 are as follows:

> The summarised version of the Year 7 accounts of Worldchem plc is shown below along with comparative figures for the previous year. Most of the notes in the accounts, which give further details about nearly every item, are omitted here. Required: (a) C

> Carry out a ratio analysis of Safe and Sure plc, using the financial statements set out in Appendix I (at the end of this book) and applying the method of analysis set out in section 13.6. Making a comparison of Year 7 with Year 6, write a short commenta

> The following table sets out business transactions and events for Chris Brown Ltd. Required: (a) Using the accounting equation spreadsheet provided, record the effect of each transaction and events of Chris Brown Ltd for its first year of trading. (b)

> The following is a list of assets, liabilities and ownership interest of D. James Ltd on 1 January Year 5 when the company began to trade. The company has an issued share capital of 100,000 £1 ordinary shares. The following transactions were

> The following list of transactions relates to the business of Electrical Retailers during the month of November. Required: (a) Make entries in a spreadsheet for the above transactions. (b) Using the information you have entered in the spreadsheet, prepa

> Suggest six non-financial performance measures for a company which offers contract gardening services to companies which have landscaped sites surrounding their offices. Give reasons for your choice.

> As a result of organizational cost-cutting, new-hire orientation is cut short to a few days. Describe how this will affect retention.  

> Organizations use different selection devices to recruit new employees. Are all methods equally good for all jobs?

> In Malaysia, certain industries like IT and customer services, are increasingly dependent on specialist human resource providers as a common source of trained manpower. Companies like the US-based ManpowerGroup provide professional HRM services to client

> Can a labor union help prevent employees from being unfairly terminated?

> What are the main challenges facing organizational designs today?

> How could a job-sharing arrangement be made effective? What would a job sharer need to do to make the arrangement work?

> There is evidence that an organization’s size will affect its structure. The larger the number of employees, the more mechanistic the organization will tend to become. Can this problem be overcome?

> In terms of organizational designs, what is a simple structure?

> Why is structure important? Why does an organization need a clear structure? Are there any other reasons for organizational structures beyond the formal arrangement of jobs, roles, and responsibilities?

> Discuss why you think an organization might be keen to increase its managers’ span of control.

> Internet sales comprise about 20 percent of all retail sales in the UK, with a record of £1.9 billion in online sales in December 2018. And for advancements in online sales, December 7, 2016, is a special delivery day for the country. On this day, one Am

> Contrast mechanistic and organic organizations.

> Organizational design has traditionally had a chain of command. How does a chain of command work?

> Do you think a person can be taught to be an entrepreneur? Why or why not?

> Why do you think many entrepreneurs find it hard to step aside and let others manage their business?

> Would a good manager be a good entrepreneur? Discuss.

> How many options are there for a new entrepreneur to start up their business venture?

> What do you think would be the hardest thing about being an entrepreneur? What do you think would be the most fun?

> Are there any disadvantages to be a first-mover? Provide examples.

> Creating a competitive advantage over rivals is advantageous, but it’s only a matter of time before they catch up, or changes in the industry nullifies the advantage. How does an organization sustain its competitive advantage?

> Describe the role of competitive advantage and how Porter’s competitive strategies help an organization develop competitive advantage.

> Founded in 1919, Tesco has grown from a market-stall in the East End of London into the largest supermarket in the UK by market share, and one of the largest globally in just under a century. In 2018–19, Tesco boasted group sales of £56.9 billion. At the

> In how many ways can managers create a competitive advantage so that they can compete against their industry rivals?

> Explain how managers can use a BCG Matrix to manage strategies by analyzing a corporate portfolio.

> There are three different types of corporate strategies. Do you think all corporate strategies revolve around growth? Why?

> Distinguish between an organization’s external opportunities and its threats.

> Why is strategic management important to managers?

> Hyundai’s Global Command and Control Center (GCCC) have cameras strategically placed across its centres to monitor assembly lines. This helps identify problems and respond quickly. What drives Hyundai to plan this way?

> Setting organizational goals is an important step in planning. What are the approaches to setting organizational goals? Which do you consider the best?

> What is the fastest-growing area of environmental scanning? What does it provide to an organization?

> Outline the five steps required for setting goals in an organization. Explain how they work.

> What are the different types of organizational plans? Are they independent of each other?

> Technological developments deskill the global workforce. For example, factory-built, flat-pack furniture cut out the role of experienced carpenters. Similarly, with some vehicles having on-board software to diagnose problems, the future of skilled mechan

> Define the term goal and explain how planning fits into an organization’s goal.

> Planning takes a lot of effort. Why do you think people should engage in it?

> Explain what studies have shown about the relationship between planning and performance.

> Discuss whether it is possible for managers to spot the warning signs of stress among their employees.

> Job stress is a major problem for employees working in many organizations today. Discuss some of the job stressors. What can a manager do to reduce stressors for employees?

> Why do people resist change, even though they may carry the potential for a better tomorrow?

> While changes must continually occur in every industry, one of the most baffling problems thatbusiness executives face is employee resistance to change. What are the common techniques to minimize resistance to change within an organization?

> Why do people in organizations resist change? Provide examples an organization can take to reduce resistance to change.

> What is organizational development? How do organizational development techniques support organizational change?

> Manchester City Football Club follows a different locker room pep-talk ritual: The players spend time with the performance analyst team, discussing what they had done well or wrong in previous matches. This includes tactical assessment, movement analysis

> What comes to mind when you think of IKEA? You might have memories of following your parents through an IKEA maze-like store with the promise of Swedish meatballs at the end of the trip. The Swedish-based company is known for its flat-packed furniture, m

> How would you feel as a new employee if your boss asked you to do something and you had to admit that you didn’t know how to do it? Most of us would probably feel pretty inadequate and incompetent. Now imagine how strange and uncomfortable it would be if

> Management theory suggests that compared to an individual, a diverse group of people will be more creative because team members will bring a variety of ideas, perspectives, and approaches to the group. For an organization like Alphabet’s Google, innovati

> Alan Naiman was a frugal social worker who used duct tape to repair his shoes, looked for deals at the supermarket, and chose fast-food restaurants when it was his turn to treat friends to lunch. When he died in 2018, Naiman left $11 million to child-rel

> One of the biggest fears of a food service company manager has to be the hepatitis A virus, a highly contagious virus transmitted by sharing food, utensils, cigarettes, or drug paraphernalia with an infected person. Food service workers aren’t any more s

> It is not surprising that employers are keen on knowing what their employees are up to. In some cases, they can be a little too keen. In 2015, British Airways was accused of illegally monitoring the phones and emails of its cabin crew during a dispute in

> When General Motors (GM) decided to start a bug bounty program—paying hackers to find computer bugs in the company’s information systems—they purposely tried to avoid other companies’ mistakes with such programs. Uber ended up paying hackers more than te

> Cyber Monday falls on the first Monday following the Thanksgiving holiday. During Cyber Monday, employers find that a significant number of employees are surfing the web for holiday deals. A recent survey revealed that 64 percent of professionals planned

> When Steve Kerr first became the coach of the Golden State Warriors basketball team, he saw the need for some changes. He wanted to steer away from the tendency for new leaders to announce that they want to change the culture, since that can be insulting

> PepsiCo, Inc., is regarded as the second largest food and beverage business in the world, and a large part of its success can be attributed to its leader. Indra Nooyi, who served as the chairperson and CEO of PepsiCo, is an inspiring and visionary leader

> Card Connection is one of the UK’s largest card publishers and a market leader in the franchise distribution of greeting cards in the UK and the Republic of Ireland (ROI). Established in 1992, it is regarded as one of the Britain’s best-run franchise ope

> Have you ever watched the show Undercover Boss? It features a company’s “boss” working undercover in his or her own company to find out how the organization really works. Typically, the executive works undercover for a week, and then the employees the le

> Flexible working schemes have been around for many years, and are generally expected to be found in any organization that wants to retain its staff. The standard 9-to-5 business hours structure is an old concept. Employees being able to work from home or

> Is having a caring employer important to you when looking for a new job? Today, many organizations consider well-being initiatives as a way of keeping employees happy and motivated. Research has demonstrated that asking questions about whether employees

> Advocates of open-book management point to the advantages of getting employees to think like owners and to be motivated to make better decisions about how they do their work once they see how their decisions impact financial results. However, is there su

> Employees first” is the most important cultural value that former HCL Technologies’ CEO Vineet Nayar believed would help the company to grow. While most managers think a customer’s satisfaction should come first, Nayar’s philosophy is that employee satis

> In the same league as Amazon Inc., Microsoft, and Alphabet Inc., the Chinese multinational investment holding Tencent is considered one of the world’s biggest companies in the gaming industry. Founded in 1998, the company is based in Shenzhen, China. Wha

> A new business analyst needs to be hired to work at the corporate headquarters of a retail firm. Jared and Amanda are managers in charge of the hiring decision. The candidates have been narrowed down to three possible hires: 1) Sheri, who was in the same

> On January 13, 2012, 32 people died after the Costa Concordia, the lead ship of Concordia-class cruise ships, ran aground with more than 4,000 passengers and crew a few hours after leaving the Italian port of Civitavecchia. As the ship steered close to t

> Founded in 1972, the German software business SAP (Systems, Applications, and Products in Data Processing) is known as one of the world leaders in enterprise resource planning software, employing over 98,000 staff. Usually SAP managers meet employees on

> Forty-six percent of employees worry about being judged by coworkers for something they have posted on social media.38 Social networking websites can be fun. Staying in touch with old friends or family is one of the pleasures of joining. However, it can

> The UK’s National Health Service employs 1.7 million people.45 It is the world’s largest publicly funded health service. There are cases when employees have found themselves “victimized” by management for one reason or another. A prime example is that of

> With greater global expansion, more organizations are collaborating on projects with teams consisting of people who are based in dispersed geographical locations, having different cultural backgrounds and value systems. These are virtual teams that have

> In India, only about 20 cities out of 87 have organized transport and fewer can lay claim to a mass rapid transit system. A collaboration between India’s Tata Motors and Brazil’s Marcopolo, it specializes in coach and bus manufacturing, combining Marcopo

> When coworkers work closely on a team project, is there such a thing as becoming too close? Not everyone thinks so. A recent survey revealed that 51 percent of employees said they have had an office romance.45 And another survey found that workers in the

> Despite being a world-renowned business, BAE Systems Naval Ships has hardly changed its working arrangement over the past years at its Glasgow sites on the River Clyde, explains Chris Westcott, who is the Head of Employee Relations. Employees are expecte

> One of the world’s biggest shipping companies, Danish company Maersk is concerned about the future of its presence in the Chinese market. In an interview with the Wall Street Journal, Søren Skou, the head of the company’s container-shipping division in m

> Though it might be a challenge, employing individuals with autism is beneficial. According to Britain’s National Autistic Society, only 15 percent of adults with autism have fulltime employment, while 9 percent work part-time, despite 79 percent actually

> Imagine being at all-company meetings where trays of hors d’oeuvres and drinks are being served, but you and the others who aren’t wearing white badges are asked to return to your desks. That has been the experience of some contractors at Google. There a

> If you get a job at Punchkick Interactive—a digital agency that designs and builds software in Chicago—you won’t have a boss. You’ll not be shown an organizational chart of who reports to whom because such a chart doesn’t exist. You also will be asked to

> Thomas Lopez, a lifeguard in the Miami area, was fired for leaving his assigned area to save a drowning man. His employer, Jeff Ellis and Associates, which has a contract with the Florida city of Hallandale, said that by leaving his assigned patrol area

> In 2002, British restaurateur and television celebrity-chef, James Trevor “Jamie” Oliver opened Fifteen, a nonprofit restaurant and bar in London. As a social enterprise, this restaurant would later operate as part of a charity called Foundation Fifteen

> It’s one thing to ensure that customers feel that their concerns are resolved quickly. It’s something else to revamp how a company reaches customers. That’s what Nike has been up to lately. This approach seems to be paying off with sales growth as well a

> Many college students pull all-nighters to study for midterms and finals. What Andrew Kozlovski noticed when he was a freshman at the University of Southern California was how many students were using Adderall to allow them to stay awake and concentrate.

> Everyone can make mistakes, but sometimes these can have severe consequences. The employees of the insurance company Aviva Investor’s asset management division simultaneously received an email from the company’s HR department, which stated that they had

> What began as a humble suburban-neighborhood grocery store in Essen, Germany, is today one of the most successful discount supermarket chains in the world. Aldi has been operating with the motto “the best quality at the lowest prices” since Anna Albrecht

> When Will Shu, a former investment banker, spent long hours working in London’s Canary Wharf offices, he was forced to live off grocery store sandwiches for lack of an equally convenient option, he was struck with an idea. He saw that London had an abund

> The luxury goods market is incredibly lucrative. Most studies on counterfeiting have tended to focus on the supply side. In recent years, however, there has been greater interest in studies pertaining to the demand side of the counterfeit business. There

> Tesla Inc. has generated a lot of excitement about producing its Model 3 sedan, its electric car “for the masses.” The Model 3 begins at $35,000, while other luxury models Tesla produces cost $80,000-plus. Production on the Model 3 only started in mid-20

> Hermes, not to be confused with Hermes the French luxury goods manufacturer, is a pan-European courier company with over 40 years’ experience in the parcel delivery and courier business. It operates primarily in the UK, Austria, Germany, Italy, and Russi

> It is sometimes said that management is a tough and thankless job. Do you think this is true?

> Do you think management is a relevant course for study today? Explain using examples.

> Mintzberg suggested that specific actions or behaviors expected of and exhibited by a manager comprise of three specific roles. Briefly explain them.

> Why are managers important to organizations? What are their key responsibilities in an organization?

> What are the three main roles performed by a manager?

> Contrast the calm waters and white-water rapids metaphors of change.

> Why is a change agent needed for organizational change? Can a low-level employee be a change agent? Explain your answer.

> What can an organization do to encourage ethical behavior?

> Ethical leaders are honest, share their values, stress important shared values, and use the reward system appropriately.” Observe your college professors. Would you consider them to be ethical leaders? Discuss.

> What kind of protection can be afforded to whistleblowers? Are these protective steps sufficient to encourage such actions in future?

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