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1、案例分析參考答案案例分析參考答案第7章案例分析UnderwaterChaos1.What’syourreactiontothisstyWhatdoesitillustrateaboutdecisionmakingWiththevastsumsofmoneyinvestedintolargeprojectsliketheEurotunnel(approximately£9.5bn)itamazesobserversthatimptanti
2、nfmation(i.e.theaffectofthecoldweather)wouldnotbeconsideredbefeh.Howeverthissituationisfairlycommoninprojectsthatusegroundbreakingtechnologiesinextremeenvironments.Thesetypesofprojectsoccurunderconditionsofuncertaintygre
3、atrisk.Itiscommonftheseprojectstoexperienceunexpected‘hiccups.’Thebestcasescenariointhesetypesofprojectsistoplanastoavoidlifethreateningcatastrophestohavecontingenciesplansincaseofemergencies.2.Howcouldthedecisionmakingp
4、rocesshavehelpedinboththeresponsetothecrisissituationinpreventingitfromhappeningBetterplanningisalwayssuggestedafterthefact.Considerationoftheeffectsofextremeweathercouldhavebeenmadepartofthetestingofthetraintrackequipme
5、ntbefeitwasputintouse.Whilethesituationwasdevelopingemergencyplansshouldhavebeeninplacetodealwithapossiblebreakdownbettercommunicationequipmentmadeavailable.Eurostarshouldhavebeencluedintopossibleproblemswhenotherfmsoftr
6、ansptationbrokedownduringtheextremeweather.ItisimptanttonotethatEurostardidtakethenecessaryactionsaftertheincidenttocrectcommunicationproblemsretrofittrainequipment.3.Couldprocedurespoliciesrulesplayanyroleinfuturecrisis
7、situationslikethisoneIfsohowIfnotwhynotStudentsmaynotbeawarethatmostcompanieshaveplansfdealingwithemergencies.Airlinesareagoodexampleoffirmsthatpracticeriskmanagement.Thesefirmsdevelopcontingencyplansfminwsecasescenarios
8、.Employeesaretrainedinhowtohleemergenciesbackupemergencyequipmentisdistributedthroughouttheganization.Howeverunexpectedemergenciesarebytheirverynaturedifficulttoplanf.Itisalmostimpossibletoplanfeveryemergency.Fexampleaft
9、erthefirstspaceshuttledisasterNASAgroundedtheentireprogramputtogetherasmallarmyofengineersscientiststomitigaterisktothecrew.Unftunatelytheshuttleprogrambynatureisriskyagainsufferedthelossofanothershipcrew.4.Whatcouldothe
10、rganizationslearnfromthisincidentAstheadagegoes‘a(chǎn)ccidentshappen.’Learningfrommistakestheactionsthatacompanytakesduringaneventlikethisiswhat’simptant.Askstudentsiftheyhaveexperiencedasimilarsituation.Studentsmaybeabletore
11、latetobeingstuckinaplaneonarunwayinahotelwhenservicesweredown.Howdidthecompanyrespond第9章案例分析FadedSignal1.WhatstrategicmistakesdidNokiamakeintheU.S.marketengineerstodesignmeefficientroutesloading&unloadingproceduresemploy
12、eepoliciestohelpgetthemostfromtheiremployeesinthefield.3.WhatchangesdidthecompanymaketoitsdrivertrainingprogramWhatdoyouthinkofthesechangesInadditiontolearningthecompany’s‘340Methods’applicantsplayavideogamewherethey’rei
13、nthedriver’sseatmustidentifyobstacles.Fromcomputersimulationstheymoveto“Clarksville”amockvillagewithminiaturehousesfauxbusinesses.Theretheydrivearealtruck“mustsuccessfullyexecutefivedeliveriesin19minutes.”intheinterestof
14、safetyefficiencytraineeslearntocarefullywalkonicewiththeslipfallsimulat.4.Whatadvantagesdrawbacksdoyouseetothistrainingapproachf(a)thetrainee(b)thecompanyItappearsthattheuseofsimulationstheothernewprogramsimplementedbyUP
15、Swouldhavegoodtransfertowkthedriverswouldbedoinginthefield.Thisisanadvantagefthetraineethecompany.Apotentialdisadvantagewouldbeiftheapplicantwasnotfamiliarwithnewtechnologysuchascomputergamesotherfmsofelectroniclearning.
16、Theseapplicantsmaybesuccessfulinthejobbutmaynotshowproficiencyintrainingduetothetechnologicalnatureofthetraining.Fthecompanysuchprogramsareexpensivebutthatcanbebalancedbythebenefitofhavingabettertrainedwkfce.問答題參考答案問答題參考
17、答案問題1:Discussthethreetraditionalganizationaldesignshighlighttheirstrengthsweaknesses.PageRef:277278Answer:Thethreetraditionalganizationaldesignsare:thesimplestructurefunctionalstructuredivisionalstructure.Thesestructures
18、tendtobememechanisticinnature.a.SimplestructureItisanganizationaldesignwithlowdepartmentalizationwidespansofcontrolauthitycentralizedinasinglepersonlittlefmalization.Asemployeesareaddedhowevermostdonotremainassimplestruc
19、tures.Thestructuretendstobecomemespecializedfmalized.Rulesregulationsareintroducedwkbecomesspecializeddepartmentsarecreatedlevelsofmanagementareaddedtheganizationbecomesincreasinglybureaucratic.Atthispointmanagersmightch
20、ooseafunctionalstructureadivisionalstructure.Thesestructuresarefastflexibleinexpensivetomaintain.Onthenegativesidethesestructuresarenotappropriatewhentheganizationstartsgrowing.Meovertherelianceononepersonisalsoveryrisky
21、.b.FunctionalstructureAfunctionalstructureisanganizationaldesignthatgroupssimilarrelatedoccupationalspecialtiestogether.Thisstructureenjoyscostsavingadvantagesfromspecialization(economiesofscaleminimalduplicationofpeople
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