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MGT 230 All Assignments

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MGT 230 Week 1 Amazon.com Case study analysis MGT 230 Week 2 Nordstrom Case Study Analysis MGT 230 Week 3 Nike Case Study Analysis MGT 230 Week 4 leadership MGT 230 Week 4 Learning to Lead Management Interview Worksheet MGT 230 Week 5 Mangement Action Plan

MGT 230 Week 1 Amazon.com Case study analysis

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Case Analysis Questions Answer the following in up to 350 words each. 1. Bezos once said: “Amazon may break even or even lose money on the sale of its devices.” The company expects to recoup the money later through the sale of products, with a further boost from its annual Prime membership fee. Explain how this strategy shows Bezos as a systematic and intuitive thinker. 2. It seems like everyone is streaming these days and there are a growing number of providers. Amazon is a player in the digital entertainment market, but hasn’t taken a clear lead. Determine, based on the strengths of the company, what decisions should be made to ensure that Amazon jumps ahead and becomes the “No. 1” source for digital content streams. 3. Compare the latest initiatives coming out of Amazon with those of the actual or potential competition. 4. Conclude whether or not Bezos is making the right decisions as he guides the firm through today’s many business and management challenges. Amazon.com—Keeping the Fire Hot Amazon.com has gained the No. 1 spot as the world’s largest Internet retailer. But never content to rest on past laurels, CEO Jeff Bezos keeps introducing and upgrading Amazon products and


services. It’s hard to keep pace with new versions of the Amazon Kindle Fire, Prime Instant Video TV, and movie content streamed on demand. There’s a variety of cloud computer services. And, Bezos keeps increasing investments in new distribution centers staffed increasingly by robots. It’s all part of a push to make Amazon the go-to choice for fast—even same-day—deliveries of as many of the products we consume as possible. Decision Making and Innovation From its modest beginning in Jeff Bezos’s garage in 1995, Amazon.com has grown into the most megalithic online retailer. Bezos continues to diversify Amazon’s product offerings and broaden its brand. Beyond simply finding more and more products and services to offer, he knows that he has to innovate in order to prevent his brand from becoming stagnant. No one is ever sure what will come next under Bezos’s guidance. His guiding question is: “What kind of innovation can we layer on top of this that will be meaningful for our customers?” Amazon’s Kindle almost single handedly launched the ebook revolution. Also, Amazon Prime could be seen as a revolution. Prime members get free two-day shipping and discounted one-day shipping as well as access to Amazon Instant Video, movie, TV and music streaming, and free content. It’s all designed to keep customers plugged into Amazon. Bezos calls Amazon Prime “the best bargain in the history of shopping, and it’s going to keep getting better.” There’s no shortage of competition. Amazon has squared off against Netflix, Apple, and Google in realms of both hardware and digital entertainment. It bought top-shelf audio book vendor Audible.com and later added shoe and clothing merchant Zappos.com. Then came acquisition of Boston-based Kiva Systems. Kiva’s automated guided robots deliver product to workers at pick stations, allowing Amazon increased efficiency (and reduced labor costs) in its worldwide distribution centers. Bezos as a Decision Maker Rather than sticking to just the analytical step-by-step process, Bezos isn’t afraid of informed intuition. He uses creativity, flexibility, and spontaneity when making key decisions. He seems comfortable with abstraction and lack of structure when making decisions and also isn’t afraid to fail. Seeming not to worry about current earnings per share, Bezos keeps investing to make his company stronger and harder to catch. Its millions of square feet of distribution fulfillment space keep growing domestically and around the globe. The firm’s products and services are continuously upgraded and expanded. Drones are ready to fly Amazon deliveries to customers. But will these investments pay off? Is Bezos making the right long-term choices? Even as Amazon’s stock values fluctuate, Bezos still believes that customer service, not the stock ticker, defines the Amazon experience. “I think one of the things people don’t understand is we can build more shareholder value by lowering product prices than we can by trying to raise margins,” he says. “It’s a more patient approach, but we think it leads to a stronger, healthier company. It also serves customers much, much better.”


MGT 230 Week 1 Discussion Question 1

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What is management? Why is management necessary? How do you think management has evolved?

MGT 230 Week 1 Discussion Question 2

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What are the four functions of management? What do the four functions of management have in common? How do managers at different levels apply the four functions of management?

MGT 230 Week 2 Discussion Question 1

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What are the different types of plans that organizations can use? What types of plans does your organization use, and why do they use these plans?

MGT 230 Week 2 Discussion Question 2

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What are the steps in the planning process? Which step is the most crucial? Why?

MGT 230 Week 2 Nordstrom Case Study Analysis

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Case Analysis Questions Answer the following in up to 350 words each. 1. Determine the specific planning objectives and measures Nordstrom could use to assess the success of its Web-based inventory integration. 2. Explain how Nordstrom could make use of participatory planning for continuous improvements in areas such as product purchasing, floor displays, and sales associates’ job satisfaction. 3. Nordstrom wants to grow in a number of different areas. Research one of its strategies and project it into the future. 4. Refer back to one of Nordstrom’s strategies for growth. What changes, revisions, or updates would you plan for the company? What stretch goals come to mind? Nordstrom—“High Touch” with “High Tech” How does Nordstrom stay profitable despite dips in consumer spending, changing fashion trends, and intense competition among retailers? One answer: Acute attention to detail and well-laid plans. All in the Family The fourth generation of family members that runs Nordstrom has brought the store’s time-honored and successful retail practices into a new era.


“Nordstrom, it seems, is that rarity in American business: an enterprise run by a founding family that hasn’t wrecked it,” says one business writer. The company provides a quality customer experience via personalized service, a compelling merchandise offering, a pleasant shopping environment, and increasingly better management of its inventory. Secret of Success The secret of this company’s success lies in its strategic planning efforts and the ability of its management team to set broad, comprehensive, and longerterm action directions, all of which are focused on the customer experience. The current generation of Nordstrom family members was quick to spearhead an ultramodern multimillion-dollar, Web-based inventory management system. This upgrade helped the company meet two key goals: (1) correlate purchasing with demand to keep inventory as lean as possible, and (2) give customers and sales associates a comprehensive view of Nordstrom’s entire inventory, including every store and warehouse. Demand Planning Instead of relying on one-day sales, coupon blitzes, or marking down entire lines of product, Nordstrom discounts only certain items. “Markdown optimization” software assists in planning more profitable sale prices. According to retail analyst, Patricia Edwards, this helps Nordstrom calculate what will sell better at different discounts and forecast which single items should be marked down. If a style is no longer in demand, the company can ship it off to its Nordstrom Rack outlet stores. It’s all part of Nordstrom’s long-term investment in efficiency. “If we can identify what is not performing and move it out to bring in fresh merchandise,” says Pete Nordstrom, “that’s a decision we want to make.” Inventory Planning Although inventory naturally fluctuates, Nordstrom associates can easily locate any item in another store or verify when it will return to stock. Customers on their smart phones and associates behind sales counters see the same thing—the entire inventory of Nordstrom’s stores is presented as one selection, which the company refers to as perpetual inventory. “Customer service is not just a friendly, helpful, knowledgeable salesperson helping you buy something,” says Robert Spector, retail expert and author of The Nordstrom Way. “Part of customer service is having the right item at the right size at the right price at the right time. And that’s something perpetual inventory will help with.” The upgraded inventory management system was an immediate hit. As of launch day, Nordstrom found that the percentage of customers who purchased products after searching the website for an item doubled. It also learned that multi-channel customers—those who shop from Nordstrom in more than one way— spend on average four times more than one-source customers. This profit more than offsets the cost of hiring additional shipping employees to wrap and mail items from each store. Now Nordstrom doesn’t have to turn away the customer who spied a red Marc Jacobs handbag but found it out of stock in her local store. She can buy it online or at the store counter and it will be shipped to her, even from a store located across the country.


MGT 230 Week 3 Discussion Question 1

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How do organizational functions affect organizational structures? How do your organization’s functions affect its organizational structure?

MGT 230 Week 3 Discussion Question 2

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How do organizational structures affect organizational functions? How does your organization’s structure affect its organizational functions?

MGT 230 Week 3 Nike Case Study Analysis

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Case Analysis Questions Answer the following in up to 350 words each. 1. Describe the factors that drive Nike’s decision to stick with some form of network organizational


structure rather than own its manufacturing operations. 2. Assess why Nike’s choice of a decentralized and networked organization structure worked well for them. 3. Summarize the current state of competition in this industry. Assess if Nike continuing to pull away from rivals, or if they are catching up. 4. Assess whether Nike’s organizational structure is still a major strength that contributes to its success, or if it is creating problems that will call for organizational design changes in the future. 5. Determine whether a matrix structure could improve performance for Nike. Nike Case Study Analysis Nike: Spreading Out to Win the Race Nike is indisputably a giant in the athletics industry. The Portland, Oregon, company is known worldwide for its products, none of which it actually makes. It has thrived by knowing how to stay small, focusing on core competencies, and outsourcing manufacturing. But if you don’t make anything, what do you actually do? If you outsource everything, what’s left? A lot of brand recognition, as it turns out. Behind the Swoosh Nike continues to outpace the athletic shoe competition while spreading its brand through an ever-widening universe of sports equipment, apparel, and paraphernalia. The ever-present Swoosh graces everything from bumper stickers to sunglasses to high school sports uniforms. Nike products embody a love of sport, discipline, ambition, practice, and all other desirable traits of athleticism. The company has cleverly kept its advertising agency nestled close to home, but has relied extensively on outsourcing many non-executive and back office responsibilities to reduce overhead. Nike is structured around its core competency in product design—not manufacturing. It has taken outsourcing to a new level, with sub-contractors producing all of its shoes. Whoops Although outsourcing production hasn’t hurt product quality, it has challenged Nike’s reputation for social responsibility, especially regarding work conditions and labor practices at some suppliers. In a move designed to turn critics into converts, Nike posts information on its website detailing every one of the hundreds of factories that it uses to make shoes, apparel, and other sporting goods. It released the data in conjunction with a comprehensive corporate responsibility report summarizing the environmental impact and the labor situations of its contract factories. Nike also encourages designers to develop environmentally sustainable designs like the Nike Free, a lightweight running shoe that boosted sales dramatically. Nike’s Sustainable Business & Innovation Lab funds outside startups focused on alternative energies, more efficient approaches to manufacturing, and the promotion of healthy lifestyles. Pesky Competition Nike has so far balanced size and pressure to remain successful by leveraging a decentralized and networked organization structure. Individual business centers—such as research, production, and marketing—are free to focus on their core competencies without worrying about the effects of corporate bloat. This company has found continued marketplace success by positioning itself not simply as a sneaker company but as a brand


that fulfills the evolving needs of today’s athletes and athletes-at-heart. Will Nike continue to profit from its organization structure, or will it spread itself so thin that its competition has a chance to overtake it? Source: Schermerhorn Jr., J.R., Bachrach, D.G. (2016) Nike: Spreading Out to Win the Race. In Exploring Management (Cases for Critical Thinking).

MGT 230 Week 4 Discussion Question 1

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How do your organization’s leaders influence your organization’s culture? How does the leadership of your organization achieve organizational goals?

MGT 230 Week 4 Discussion Question 2

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Can someone who is a leader not be a manager? Why or why not? Can someone who is a manager not be a leader? Why or why not?

MGT 230 Week 4 leadership

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Now that you've conducted your Learning to Lead interview, reflect back on what you've learned about leadership styles and approaches. In 700 to 1,050 words, answer the following: • Analyze interviewee's responses • Summarize what you learned from your interview • Explain how you would apply what you learned into your own leadership responsibilities • Distinguish the differences between management and leadership Click the Assignment Files tab to submit your assignment.

MGT 230 Week 4 Learning to Lead Management Interview Worksheet

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Learning to Lead Management Interview Worksheet Interviewee’s Name: Position Title: Company Name: Company Address: Phone: Email: Interview Questions How do you set performance objectives? How do you plan your work activities? How do you arrange tasks, people, and other resources to accomplish the work? How would you describe your style of leadership? How do you measure performance goals are being achieved? Develop 5 to 10 of your own additional questions. They should relate to how your interviewee plans, organizes, leads, and measures results in their respective department or organization.

MGT 230 Week 5 Driving and Building Leadership, Team Performance, Motivation, Communication, and Collaboration

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MGT 230 Week 5 Driving and Building Leadership, Team Performance, Motivation, Communication, and Collaboration Purpose of the Assignment This assignment focuses on defining leadership through qualities, self-awareness, styles, and attributes. The assignment also highlights the aspects of managing people, teams, and the organizational goals collectively. Managing people and team performance defines and provides aspects of how a manager learns to communicate and collaborate with diverse individuals through social networking, interaction, and influence while; motivating all to move toward organizational success. Assignment Steps Resources: Exploring Management: Ch. 10, Ch. 11, Ch. 12, Ch. 13, and Ch. 14; University Library Develop a 1,050-word document by integrating your responses to include the Leader SWOTT Analysis. Describe three motivational techniques that will keep the outcome and effects of others moving toward the organization’s goals. Explain how would you measure team performance. Discuss which mode of communication and collaboration is most effective understanding team dynamics. Summarize your findings by using a SWOTT Analysis to illustrate the core competencies of a leader. Include the following in your SWOTT analysis: List and explain the core competencies of a leader. Discuss the qualities that identify leadership and explain how these core competencies build leadership characteristics. Support your findings with four or more credible references. Format your presentation consistent with APA Guidelines. Click the Assignment Files tab to submit your assignment.

MGT 230 Week 5 Mangement Action Plan

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Mangement Action Plan Template Complete the following chart in a total of 700 to 1050 words to develop your Management Action Plan. Functions of Management Skills Needed Planning What type of planning activities will you need to use as a manager? Review planning activities from the textbook to help describe the planning process you would use as a manager. Organizing How will you use organizing as a manager? Review organizing approaches from the textbook to help describe the organizing approaches you


would use as a manager. Leading What type of leadership characteristics do you want to demonstrate? Review leadership characteristics from the textbook to help describe the leadership approaches you would use as a manager. Controlling Which controlling techniques would you use to measure performance? Review controlling techniques from the textbook to help describe the controlling approaches you would use as a manager.

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