MGT 521 Exciting Results / snaptutorial.com

1. MGT 521 Assignment Apply Week 1 Target Case Study Analysis For more classes visit www.snaptutorial.com Assignment Content Resources: Ch. 1 and 2 of Management: A Practical Introduction Complete the Target CEO Case Study Analysis. Submit your analysis. Center for Writing Excellence Reference and Citation Generator Grammar and Writing Guides Learning Team Toolkit

2. Case Analysis Questions Answer the following in 175 words each: 1. case description. Provide examples of how each function you discuss was evident in the case study. Describe the managerial functions that were demonstrated in the 2. handled the management challenges identified in Chapter 1. Assess the success with which the Target management team 3. case study. Evaluate your concept of its success in this case. Do you think another management viewpoint would have been more appropriate? Describe the primary management viewpoint demonstrated in the 1. Assess your ideas regarding Target’s need and ability to operate as a Learning Organization in the future.

3. Target CEO Works to Retain Consumer Trust after the Company Was Hacked Minneapolis—Executives settled around a square table inside a Target Corp. conference room here earlier this month and munched on store- brand snacks as they chewed over something far less appetizing. Opinion surveys commissioned by the company found that the massive cybertheft that waylaid Target late [in 2013] had knocked confidence and trust in the 51-year-old retailer to an all-time low. Target was having trouble shaking the fallout from a key decision by Chief Executive Gregg Steinhafel that made the crisis appear even worse than it already was. The initial evidence had indicated that credit and debit card numbers of about 40 million Target customers had been stolen. But the retailer had learned later that the hackers gained access to partial names and physical or e-mail addresses for as many as 70 million people—a breach that some top executives counseled against disclosing because it was unclear what kind of fraud danger it posed. Nevertheless, Mr. Steinhafel insisted on making the bigger number public, sparking news reports that as many as 110 million Target customers had been affected. At the meeting, Chief Marketing Officer Jeffrey Jones groused about the huge number. The public “keeps hearing that equals one-third of all Americans,” he said. “That’s hammering us.”

4. Mr. Steinhafel says he has no regrets about the aggressive disclosure and other costly decisions in the wake of the crisis. “Target won’t be defined by the breach, but how we handle the breach,” he says. The executives acknowledge the crisis has damaged the retailer’s bull’s- eye brand, while analysts estimate it may cost Target billions of dollars. During the holiday-shopping season, Target’s sales and store traffic plummeted. Call-center volume overwhelmed employees. Executives testified before congressional panels, and the company is facing federal and state investigations into how the cybercrime occurred from its store registers and computer network. Over the two months since the crisis erupted, Mr. Steinhafel, 59 years old, has lurched from one difficult decision to another. At one point, he proposed in a meeting that Target would provide free credit monitoring and identity-theft insurance for one year to all its customers. Scott Kennedy, a senior executive, asked: “You’re saying we will give this to any customer who’s ever been in a store, but we aren’t checking?” Mr. Steinhafel nodded. “Then we’re offering this to all Americans,” Mr. Kennedy replied. Target went ahead with that plan. The breach could wind up costing Target, which notched $73 billion in sales in 2012, a few billion dollars, people familiar with the matter say. New chip technology to replace magnetic strips on credit cards could cost about $100 million, one executive told Congress. Card-monitoring services for customers could cost tens of millions, according to one executive. Hundreds of millions of marketing dollars could be diverted to repairing the brand. In addition, costs are mounting for reissuing cards, staffing call centers, forensic and data-security units, and lawyers for public inquiries and private lawsuits. . . .

5. The CEO, who likes to say “retail is detail,” is known internally for paying surprise visits to Target stores—there are about 1,800 in the U.S. that drew about 32 million customers a week before the crisis. Store managers say they warn each other to be alert for a man snooping around the aisles, frequently snacking from a box of animal crackers. Recently, Mr. Steinhafel says, he stopped a manager who was reading e- mail on her cellphone as she passed through Target’s downtown Minneapolis headquarters. “Please be in the present,” he recalls telling her. From November 27, the day before Thanksgiving, through December 18, Target executives say, shoppers’ payment-card data was captured through “malware” installed in Target’s computer network. The hackers had entered the network through a vendor. The breach got wide publicity. Shoppers clogged Target phone lines and stores. Some sent tweets and emails that they would never again shop at Target. On the last weekend before Christmas, the big crowds at Target stores had dwindled. On December 20, Mr. Jones, the chief marketing officer, urged Mr. Steinhafel to appear in a video on Target’s website. The CEO was reluctant. He didn’t have a script and was exhausted. With a camera rolling, Target’s public-relations chief, Dustee Jenkins, asked him questions. Mr. Steinhafel, clad in Target’s trademark red shirt and khakis store attire, thanked customers for their trust, provided tips to monitor their accounts, and promised zero liability to shoppers for any fraudulent charges. Mr. Steinhafel began holding twice-daily “status meetings” in a 32nd floor conference room. Early this month, prompted by the Target data breach, Congress held hearings on cyberattacks. As Mr. Mulligan, the CFO, made his

6. appearances, Mr. Steinhafel and his executive team watched from the company’s “situation room.” A Secret Service official testified that the data breach was “highly technical and sophisticated,” prompting Mr. Steinhafel to remark: “That shows it’s not just our operation. It would be hard for any retailer to withstand this.” At a daily status meeting early this month, Mr. Steinhafel pushed to accelerate to early next year the timeline for Target to replace magnetic strips on its payment cards with a new chip technology widely used in Europe and Canada that is less vulnerable to fraud. *********************************************************** MGT 521 Entire Course For more classes visit www.snaptutorial.com

7. MGT 521 Week 1 Assignment Management Theories and The Workplace (2 Papers) MGT 521 Week 2 Assignment Mission, Vision, Values And Management (2 Papers) MGT 521 Week 3 Assignment Operational Tactics and Strategic Goals Presentation (2 PPT) MGT 521 Week 4 Operational Tactics and Strategic Goals Presentation (2 PPT and 1 Paper) MGT 521 Week 3 Structure Follow Strategy (Individual Paper) MGT 521 Week 3 Team Structure Follows Strategy (2 PPT) MGT 521 Week 5 Assignment Leadership and Strategy (2 Papers) MGT 521 Week 5 Assignment Leaders Are They Born or Made? (2 PPT) MGT 521 Week 6 Balanced Scorecard Module (2 Papers) MGT 521 Week 1 DQ 1 MGT 521 Week 1 DQ 2 MGT 521 Week 1 DQ 3 MGT 521 Week 1 DQ 4 MGT 521 Week 2 Individual Assignment Functional Areas of Business Paper MGT 521 Week 2 Knowledge Check

8. MGT 521 Week 2 Learning Team Charter MGT 521 Week 2 Learning Team Weekly Reflection MGT 521 Week 2 DQ 1 MGT 521 Week 2 DQ 2 MGT 521 Week 2 DQ 3 MGT 521 Week 2 DQ 4 MGT 521 Week 3 DQ 1 MGT 521 Week 3 DQ 2 MGT 521 Week 3 DQ 3 MGT 521 Week 3 DQ 4 MGT 521 Week 3 Knowledge Check MGT 521 Week 3 Individual Assignment Organizational Planning MGT 521 Week 3 Learning Team Reflection MGT 521 Week 4 DQ 1 MGT 521 Week 4 DQ 2 MGT 521 Week 4 DQ 3 MGT 521 Week 4 DQ 4 MGT 521 Week 4 Knowledge Check MGT 521 Week 4 Team Assignment Organizing Work MGT 521 Week 5 Individual Assignment Team Leadership MGT 521 Week 5 Knowledge Check MGT 521 Week 5 Learning Team Reflection MGT 521 Week 5 DQ 1 MGT 521 Week 5 DQ 2 MGT 521 Week 5 DQ 3 MGT 521 Week 5 DQ 4 MGT 521 Week 6 Knowledge Check MGT 521 Week 6 Individual Assignment Planning and Measuring Performance MGT 521 Week 6 Individual Personal Professional Development Plan MGT 521 Week 6 Learning Team Reflection MGT 521 Week 1 Individual Assignment Viewpoints Paper MGT 521 Week 2 Assignment Norwegian Air Worksheet

9. MGT 521 Week 3 Individual Assignment Strategy and Planning Paper MGT 521 Week 4 Assignments Organizational Structure Presentation MGT 521 Week 5 Individual Assignment Leadership and Your Career Paper MGT 521 Week 5 Team Assignments What Makes a Leader? Presentation *********************************************************** MGT 521 Final Exam Guide (New, 2019) For more classes visit www.snaptutorial.com 1. Unlike leaders, managers are those who: encourage and motivate employees to work together to achieve a common vision. implement procedures and processes to ensure the smooth functioning of an organization.

10. seek innovation rather than stability in their approach to fulfill organizational aspiration develop relationships with employees based on trust and mutual respect. 2. Adopting a __________ involves distributing monetary resources among divisions to increase financial returns or to spread risks among different businesses. differentiation strategy global strategy portfolio strategy multidomestic strategy 3. Which of the following statements is true of a corporate-level strategy? It provides the framework within which functional managers operate. It is the primary responsibility of top managers. It is used to identify an organization’s strengths and weaknesses. It outlines a division’s long-term goals.

11. 4. __________ is the process by which managers establish the structure of working relationships among employees to allow them to achieve a company’s goals efficiently and effectively. Leading Organizing Planning Controlling 5. Identify a true statement about an effective control system? It provides managers with accurate information about organizational performance. It is limited in its capacity to provide managers with information in a timely manner. It allows managers to take only programmed decisions. It is an informal system that helps managers make decisions. 6. A __________ specifies the national markets and industries an organization plans to compete in and why it intends to do so. corporate-level strategy functional-level strategy

12. business-level strategy department-level strategy 7. Which of the following models of leadership focused on identifying the characteristics of a person capable of being an effective leader? House’s path-goal model The trait model The behavioral model Fiedler’s contingency model 8. Which of the following principles identified by Henri Fayol focuses on the chain of command with an organization? A manager should not encourage or allow his or her employees to be innovative and creative. An employee should receive orders from only one supervisor. A manager is not entitled to ask for his or her employees’ obedience. Authority should be concentrated at the top of the chain of command in an organization.

13. 9. A low-cost strategy requires organizations to: focus its attention on customers from a particular geographic area. direct its efforts to cater to a particular kind of customer. increase the spending on research and development to differentiate its products from those of its competitors. develop products that can be manufactured inexpensively compared to existing rival products. 10. The __________ of an organization is responsible for building an efficient top management team. first-line manager vice-president middle manager chief executive officer 11. Which of the following is a feature of a high-performing organization? The managers choose inappropriate goals but use resources effectively to achieve them.

14. The managers choose the right goals to pursue and use resources appropriately to meet them. The organization produces a product that customers will want to buy but will not be able to afford. The organization produces a low-quality but affordable product. 12. According to Lewin’s force-field theory of change, which of the following factors results in a change in an organization? A stable general environment A stable task environment A decrease in forces for change A decrease in resistance to change 13. Which of the following statements is true of transformational leaders? They prefer to maintain the status quo in their organizations. They use reward power and coercive power to command respect from their subordinates. They engage with subordinates and motivate them to work toward organizational goals. They hesitate to share information with their coworkers.

15. 14. First-line managers in an organization are responsible for: helping middle managers set organizational goals. assessing the appropriateness of organizational goals. supervisingnonmanagerial employees on a day-to-day basis. ensuring the smooth functioning of all departments. 15. _____ is a measure of how productively resources are utilized to meet a goal Efficiency Product utilization Centralization Management 16. According to Henry Fayol, the planning process in an organization is effective when: it sets disparate, specific goals for each functional level. it proposes multiple plans to achieve an organizational goal.

16. it allows plans to be designed and modified at all levels. it produces plans that are static, thus avoiding confusion. 17. Which of the following statements is true of an evolutionary change in an organization? It helps the organization adapt to gradual changes in the environment. It involves quickly finding new ways to be effective. It is effected through reengineering and innovation. It is likely to result in a radically new structure for the organization. 18. Which of the following is an advantage of implementing a functional structure in an organization? It helps managers specialize and develop expertise in only one product area. It enables employees who perform similar kinds of jobs to observe and learn from each other. It lets organizations choose the set of products that serves the needs of regional customers. It allows functional managers to develop generic skills that help manage all aspects of production.

17. 19. Which of the following did Frederick W. Taylor believe to be an outcome of recording the method of performing a particular task in an organization? Tasks became complicated and time-consuming. Job procedures became standardized and more routine. Workers did not have to be trained for specific roles anymore. Workers’ informal knowledge about their tasks became irrelevant. 20. Which of the following is an advantage of group decision making? It allows managers to process more information and rectify one another’s errors. It is unaffected by any kind of cognitive bias as it benefits from multiple perspectives. It is easy to execute because getting two or more managers to agree on a solution is relatively simple. It allows managers to take decisions within relatively short periods of time compared to individual decision makers. 21. __________ is the formal system of task and job reporting relationships that determines how employees utilize resources to achieve a company’s goals.

18. Organizational culture Organizational matrix Organizational design Organizational structure 22. One way of pursuing a differentiation strategy is by: introducing products that are replicas of a competitor’s products. investing more on research and development. offering specialized products at low-costs. looking for new ways to reduce production costs. 23. An organization’s return on investment is calculated by dividing: its profit before interest and taxes by its total interest charges. its operating profit by sales revenue. its net income before taxes by its total assets. its current assets by its current liabilities.

19. 24. How does an increase in job specialization lead to higher organizational performance? Each worker becomes responsible for all the different tasks involved in producing a product thereby increasing productivity. Each worker specializes in a different set of tasks over a period of time. Workers performing specific tasks become much more skilled and produce a product faster while working in groups. Workers join different groups and each group performs the same task at increasing costs over a period of time. 25. A differentiation strategy can be employed by organizations to: ensure strict control over various departments by a system of checks and balances. achieve flexibility in organizational culture. enhance the value consumers perceive in their products. reduce costs in all their functions. 26. Which of the following scenarios illustrates the attraction- selection-attrition framework? Miriam likes experimenting with new possibilities and taking risks. She hires like-minded people for her start-up.

20. The management of ThinkFree Inc. requires all prospective employees to attend a basic induction program. Serena wins the annual award for best employee of the year. She was selected from all likely candidates for her dedication to her work. All the newly hired employees of Style Prints Inc. are encouraged to participate in team outings. 27. A differentiation strategy is ideal for organizations that: try to ensure flexibility in organizational culture. aim to produce new, innovative products. intend to exercise strict control over various departments. want to ensure flawless coordination among multiple divisions. 28. __________ signify what an organization and its members are trying to accomplish. Terminal values Shared norms Societal norms Instrumental values

21. 29. A person’s upbringing is an important source of __________. organizational ethics professional ethics individual ethics societal ethics 30. __________ is the process by which managers regulate and monitor how efficiently and effectively an organization as a whole works to achieve organizational goals. Leading Organizing Controlling Planning *********************************************************** MGT 521 Final Exam Guide(New)

22. For more classes visit www.snaptutorial.com 1. ________ is defined as a business firm’s intention, beyond its legal and economic obligations, to do the right things and act in ways that are good for society. Social screening Social responsibility Social obligation Values-based management 2. The balanced scorecard measures organizational performance against previously established standards. Which of the four functions of management relates most closely to setting these standards? Controlling Leading Organizing Planning 3. Budgets can be used as tools within which two functions of management? Controlling and organizing Planning and leading Controlling and planning Organizing and leading 4. Indira Patel has been working in her organization’s computer security department for the past 10 years. If another employee follows Indira’s recommendations in a given situation, based on her expertise in computer security, which source of power is Indira using?

23. Legitimate power Coercive power Expert power Referent power 5. If Carol Reece is a charismatic leader, which of the following characteristics is she most likely to possess? An external locus of control A sensitivity to environmental constraints and follower needs A strong need to be in control A fear of taking risks 6. According to the Ohio State studies, which of the following dimensions of leader behavior refers to the extent to which a leader is likely to define and structure his or her role and the roles of group members to meet goals? Consideration structure Intelligence structure Initiating structure Psychological structure 7. On Monday, Jim’s Taco Shop identified a problem with tainted ground beef that was used to make tacos and nacho platters for its lunch customers. If the staff at Jim’s did not identify the problem until after the lunch rush, what type of control would this demonstrate? Feedforward control Concurrent control Proactive control Feedback control 8. The ________ determines the number of levels and managers in an organization. chain of command span of control unity of command delegation of authority 9. During benchmarking, an organization can compare its processes and products to competitors in its own industry and to noncompetitors

24. outside the industry. What is a main benefit of comparing a firm’s performance against an organization it does not consider a competitor? A noncompetitor may allow an organization to see its practices more readily than a competitor in the same industry. A noncompetitor may be the world leader in a specific process or practice, and an organization can learn from it. A noncompetitor may be easier to find and benchmark, because the top firms in the world are so diverse. There is no benefit to benchmarking a firm against a noncompetitor. 10. If a manager rationalizes that he or she does not have time to investigate the source of a problem and instead resorts to putting out fires, the manager is missing the use of ________. bureaucratic control basic corrective action concurrent control immediate corrective action 11. Which leadership theory is derived from the belief that a leader’s job is to remove pitfalls and roadblocks so followers can achieve their work goals? Contingency theory Fiedler’s theory Leader participation model Path-goal theory 12. A company that wants to distinguish itself from the competition in the marketplace is most likely using which of the following strategies? Functional strategy Focus strategy Differentiation strategy Generic strategy 13. When a manager makes use of a SWOT analysis, one of his or her objectives is to set specific short-term performance standards for each department formulate appropriate strategies to exploit strengths, protect against threats, and correct weaknesses

25. evaluate the desirability of issuing stocks or bonds in the current financial climate identify the best employees to fill each position in the organization 14. What can be said about a manager who believes she worked hard and met her organization’s productivity goals despite unfavorable conditions? She has an external locus of control. She has a high ego strength. She has an internal locus of control. She has a low ego strength. 15. Which of the following is a characteristic of a matrix organization? It is free of internal and external boundaries. It has formal departments to which employees return after completing a project It conforms to the unity of command principle. It has a single chain of command for functional managers to report to. 16. Which of the following is a characteristic of an organic organization? Narrow span of controls High specialization Cross-functional teams Rigid departmentalization 17. Conflicts can be resolved by satisfying one’s own needs at the expense of others. This conflict- management technique is known as ________. forcing avoiding collaborating compromising 18. When planning for unexpected events, a company is using which of the following techniques? Contingency planning Benchmarking Financial forecasting SWOT analysis

26. 19. Melvin manages a team of 10 employees, including Jane and Jared. Jared is leaving the organization to find a job as a manager in another field. Meanwhile, due to performance issues, Melvin terminates Jane’s employment with the company. Both of these are examples of what type of employee behavior? Job satisfaction Employee productivity Absenteeism Turnover 20. Searching for new ideas beyond an organization’s boundaries and allowing changes to easily transfer inward and outward is known as ________. open innovation strategic partnering knowledge management organizational osmosis 21. Which business practice would likely encourage ethical behavior? Intense competition for valued rewards Cultural values for obedience to authority Strong emphasis on individual productivity Strong emphasis on leading by example 22. Why are feedforward controls more rarely implemented as compared to other types of controls? Feedforward controls result in wasted time and money. Feedforward controls require managers to interact directly with employees. Feedforward controls are time-consuming for managers because they must continually monitor progress. Feedforward controls require timely and accurate information that is hard to obtain. 23. Which of the following statements is true about group decision making? It generates more complete information and knowledge. It is most suitable for matters that must be critically evaluated.

27. It prevents any one minority from dominating or influencing the final decision. It takes less time to reach a solution than it would an individual. 24. In the ________ approach of going green, organizations respond to the environmental preferences of customers. activist legal market stakeholder 25. Thomas often annoys his coworkers with his talkativeness and assertive personality. According to the Big Five Model of personality, Thomas would be described as high in the trait of ________. openness to experience extraversion agreeableness conscientiousness 26. If a firm wanted to identify how much money was being made for each sale of a given product (above and beyond the costs associated with making that product), what type of ratio would it use? Liquidity ratios Activity ratios Profitability ratios Leverage ratios 27. It is crucial to determine an acceptable _____ during the comparing step in the control process. written report measure of organizational performance ideal standard range of variation 28. An organization’s ________ goals are official statements of what an organization says its goals are. real stated synthetic implicit

28. 29. Kelly is interviewing candidates to fill a vacancy on her team. One candidate has a degree from a prestigious university, and Kelly is impressed. In speaking with her fellow members of the interview panel, however, Kelly finds that no one else enjoyed the interview with the candidate, finding her to be pompous, aggressive, and self-serving. In her focus on only the candidate’s education, Kelly may have fallen victim to _______. stereotyping the halo effect assumed similarity selectivity 30. Which of the following stages is when the group structure is in place and accepted by the group members? Norming Storming Performing Adjourning *********************************************************** MGT 521 Final Exam Guide For more classes visit

29. www.snaptutorial.com 1) John writes a memo to his employees. Putting his thoughts onto paper is an example of 2) Chantel received an invitation to a web meeting that will take place at 3:00 p.m. She accepted the invitation. This is an example of 3) You are doing research on political issues and find that you are on a conservative leaning site. What type of source credibility issue is this? 4) When reviewing an educational math website, you find the author’s background is in English. What type of source credibility issue is this? 5) A famous ice cream manufacturer sent workers to a nearby grocery store to offer shoppers a sample of its new flavor. The workers provided samples to 300 shoppers and noted that 80% of the sample population stated they liked the flavor. Based on this scenario, which of the following is an example of an inference? 6) Persuading or convincing others to accept your argument means the reasoning must be logical. Which of the following is an example of

30. logical flaws or fallacies? 7) What is the best way for the CEO to deal with managers in key positions who continue to resist a major change? 8) Finding a win-win solution that allows parties who are involved to have their goals achieved is an example of 9) What is emphasized more in ethical leadership theories than in transformational leadership? 10) Ethical behavior and integrity for a leader is most likely to result in 11) A common characteristic of most entrepreneurs is that they 12) In order to make an intelligent investment decision, entrepreneurs should 13) The customers, employees, stockholders, suppliers, creditors, and others who stand to gain or lose by the policies and activities of a business represent the firm's 14) When a firm makes use of the SWOT analysis, one of its objectives is to 15) The process of rating an organization's practices, processes, and products against the best of the world is known as

31. 16) Companies benefit today by inter-firm cooperation. One of the ways they cooperate is through networking. Another way is by seeking technological knowledge and learning new processes from other firms that usually fall outside of their respective industries. We call this 17) An important difference between accounting and other business functions, such as marketing and management, is that 18) Although accounting has several specific uses, the overall purpose of accounting can be summarized as 19) An important advantage that knowledge technology has over older versions of business technology is that it 20) First Engineering, a large U.S. based mechanical engineering firm, is considering entering the global market. Upon careful analysis of the global market, they will find that global trade 21) The process of setting up individual functional units of the business to do specialized tasks is called 22) The proven success of job specialization lies in the fact that 23) Economics is the study of how a society 24) How is it that people working in their own self-interest produce goods, services, and wealth for others? 25) The ultimate resource of a firm is its

32. 26) Today, human resource management has become so important that in many firms it has become 27) Which of the following is included in performing a business analysis? 28) When the competition is intense and the environment is changing rapidly, it is especially important to 29) Which of the following would be a concern addressed in a strategic plan? 30) Tactical planning *********************************************************** MGT 521 Week 1 Assignment Management Theories and The Workplace (2 Papers)

33. For more classes visit www.snaptutorial.com This Tutorial contains 2 Papers Assignment Steps Resources: Ch. 2 of Management: A Practical Introduction, sample leadership theory table. Select three theories from the textbook. Summarize the theory and viewpoint(s) in a table. Please use the sample leadership theory table provided. Develop up to a 1,050-word report including the following: Briefly discuss an overview of management. Include the roles managers play. Examine the development of management theories, including how these theories reflected the changing business environment. Compare and contrast the three management theories you included in your leadership theory table. Include in-text citations and at least one reference. Evaluate which of the three management theories works best for your work environment or an organization with which you are familiar. Format your assignment consistent with APA guidelines. ***********************************************************

34. MGT 521 Week 1 DQ 1 For more classes visit www.snaptutorial.com Week 1 DQ1 Select a channel used for business communication. What are the advantages and challenges of that form of communication? Provide an example when you have used that form of communication or when someone else has used that form of communication with you. Did it work well for that situation? Why or why not? *********************************************************** MGT 521 Week 1 DQ 2

35. For more classes visit www.snaptutorial.com Week 1 DQ2 How would you use credentials, impartiality, style and tone, and currency criteria in evaluating the credibility and validity of your sources of information? Be sure to provide specific examples *********************************************************** MGT 521 Week 1 DQ 3 For more classes visit www.snaptutorial.com Week 1 DQ3

36. What mistakes should be avoided when presenting an argument and why are these important in developing effective arguments? Be sure to provide specific examples. *********************************************************** MGT 521 Week 1 DQ 4 For more classes visit www.snaptutorial.com Week 1 DQ4 How might presenting effective arguments differ in the classroom, daily life, and your job? Would you use different types of supporting evidence to make your argument? Explain. ***********************************************************

37. MGT 521 Week 1 Individual Assignment Viewpoints Paper For more classes visit www.snaptutorial.com Viewpoints Paper Select one of the viewpoints mentioned in Chapter 2 of the text. Write a 350- to 700-word paper summarizing the basics of that viewpoint including highlighting at least one of the key figures related to that viewpoint. ***********************************************************

38. MGT 521 Week 2 Assignment Mission, Vision, Values And Management (2 Papers) For more classes visit www.snaptutorial.com MGT 521 Week 2 Assignment Mission, Vision, Values And Management (2 Papers)$8.00 ADD TO CART CHECKOUT MGT 521 Week 2 Assignment Mission, Vision, Values And Management (2 Papers) 2 Customer reviews | Write a review This Tutorial was purchased 3 times & rated B+ you. Attachment MGT 521 NS Week 2 AM, Vision, Values And Mgmt (2 Papers).doc by student like DescriptionReviews (2) This Tutorial contains 2 Papers MISSION, VISION, VALUES AND MANAGEMENT Resources: Management: A Practical Introduction, Table 6.1; chosen organization's mission, vision, and value statements, and strategic plan

39. Examine the mission and vision statements of your place of employment or an organization with which you are familiar. Then, use the internet to locate and examine the mission and vision statement of a comparable organization. Use the Mission and Vision Comparison Table provided to compare your organization's mission and vision statement to the one you found on the internet. Create up to a 1,400-word analysis including the following: Compare your organization's mission, vision, and values against the criteria for what makes for robust statements. Summarize what you concluded when you compared your organization to the organization you found on the internet. Identify your organization's core competencies. Examine your organization's core competencies based on established definitions. Include a rationale for the selection of these core competencies. Briefly summarize your organization's strategic goals. Evaluate whether your organization's current behavior and business goals are aligned to its mission, vision, values, and core competencies. Determine if your organization lives up to its own mission, vision, and values. Justify your determination. Append your Mission and Vision Comparison Table to the end of the document. Format the assignment consist with APA guidelines. ***********************************************************

40. MGT 521 Week 2 Assignment Norwegian Air Worksheet For more classes visit www.snaptutorial.com Norwegian Air Worksheet Read "Management in Action: Norwegian Air Shuttle Aspires to Become the Cheapest Global Airline." Complete the Norwegian Air Worksheet. *********************************************************** MGT 521 Week 2 DQ 1

41. For more classes visit www.snaptutorial.com Week 2 DQ1 What strategies have been used to promote collaboration at your place of employment or a company you are familiar with? Have these strategies been successful or unsuccessful? Explain. Would you recommend implementing other strategies to promote collaboration? If so, what would those be? *********************************************************** MGT 521 Week 2 DQ 2 For more classes visit www.snaptutorial.com

42. Week 2 DQ2 What are some real world examples of ethical and unethical practices you have read about, seen in the news, or encountered at your place of employment? What were the outcomes of those practices? *********************************************************** MGT 521 Week 2 DQ 3 For more classes visit www.snaptutorial.com Week 2 DQ3 How can values and communication styles impact intercultural collaboration in a diversified organization? ***********************************************************

43. MGT 521 Week 2 DQ 4 For more classes visit www.snaptutorial.com Week 2 DQ4 How would protected values, preferences, and laws affect consistency in making ethical decisions? What strategies would you develop and implement to attain consistent ethical decision making? *********************************************************** MGT 521 Week 2 Individual Assignment Functional Areas of Business Paper

44. For more classes visit www.snaptutorial.com You have decided to pursue an MBA degree either to further your career, start a new career, or achieve a personal goal. In this program, you will study the functional areas of business. Use the MBA Overview and Effective Research and Writing at Modules you reviewed to complete this assignment. Write a paper that analyzes the role of a manager within the functional areas of business: Required elements: No more than1050 words Two articles, including at least one peer-reviewed article, from the University Library cited in your paper to support your writing Format your paper consistent with APA guidelines Click the Assignment Files tab to submit your assignment. *********************************************************** MGT 521 Week 2 Knowledge Check

45. For more classes visit www.snaptutorial.com 1.As a process of self-examination during her senior year of college, Casey decides to develop a SWOT analysis of her prospects relative to getting a job. Casey realizes that she has a personal characteristic that suggests she is not comfortable interacting with strangers. She interprets this as a(n) ________ if she is to get a job as a salesperson. 2.Casey is looking for a new job. She decides to develop a SWOT analysis of the industries she might want to work in. Casey majored in marketing and enjoyed studying market research. Through her research on the Internet and in the University Library, she learns that this industry is currently doing well. She interprets this as a(n) ________. 3.In performing a SWOT analysis, which of the following would be considered as a threat? 4.Strategic plans are usually ________. 5.Operational plans are usually ________. 6.When organizations think about entering a market, they may be concerned with how unique their product might be. Which of Porter’s Five Forces would be relevant in this case? 7.________ involves defining the organization’s goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate work activities. 8.Goals are different from plans because ________. 9.Most company goals can be classified as either ________ or ________. 10.In response to a natural disaster, which contingency factor will affect the choice of plans? 11.What technique would managers use when seeking to detect big trends and changing market conditions?

46. 12.The commitment concept says that plans should ________. *********************************************************** MGT 521 Week 2 Learning Team Charter For more classes visit www.snaptutorial.com MGT 521 Week 2 Learning Team Charter ***********************************************************

47. MGT 521 Week 2 Learning Team Weekly Reflection For more classes visit www.snaptutorial.com Discuss last week’s objectives with your team. Include both the topics you feel comfortable with, topics you struggled with, and how the weekly topics relate to application in your field. Prepare a 1- to 3-page paper detailing the findings of your discussion MGT521 Week 2 Weekly Reflection ***********************************************************

48. MGT 521 Week 3 Apply Organizational Culture and Design For more classes visit www.snaptutorial.com MGT 521 Week 3 Apply: Organizational Culture and Design Resources: Ch. 8 and 9 of Management and Case Study, Ch. 8 p. 257: IDEO's Culture Reinforces Helping Behavior Prepare a 7- to 10-slide Microsoft® PowerPoint®, Prezi, or Microsoft® Sway® presentation supporting the following scenario relative to the IDEO case description in Ch. 8 of Management. You have studied the organizational culture in place at IDEO and are making a presentation about this company to your company's top management team. Describe the organizational culture at IDEO. Analyze techniques used by IDEO to embed organizational culture. Identify the organizational structure used by your organization/company. Make a recommendation as to whether you think the IDEO culture could be successfully implemented at your company.

49. Recommend mechanisms your company would need to employ should management decide to implement a culture change in line with the IDEO culture. Include speaker notes for bulk of communication. Slides should contain headlines, graphics, and bullets. Include an introduction and conclusion slide, as well as a reference slide. Click on the Assignment Files tab to submit your presentation. *********************************************************** MGT 521 Week 3 Assignment Operational Tactics and Strategic Goals Presentation (2 PPT) For more classes visit www.snaptutorial.com

50. This Tutorial contains 2 Presentation Use the environmental analysis you researched. Create a 10- to 12-slide presentation including detailed speaker notes in which you include the following: Examine the results of the internal environmental scan findings in the analysis. Examine the results of the external environmental scan findings in the analysis. Discuss the findings of the scans as they relate to relevant research. Recommend 3 strategic objectives based on the SWOT analysis. Translate each objective into a business goal. Create a related operational tactic for 3 distinct sectors of the organization such as marketing, finance, accounting, etc. Format your assignment consistent with APA guidelines. *********************************************************** MGT 521 Week 3 DQ 1 For more classes visit www.snaptutorial.com