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How can Daewoo stay competitive with the Japanese

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How can Daewoo stay competitive with the Japanese

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  1. Principle & Practice of Managementinfo@answersheets.in+91 95030-94040

  2. Principle & Practice of Management Q1.What is your assessment of Daimler-Benz’s operations in many different fields? Q2.Should the various groups operate autonomously? What kinds of activities should be centralized? Q3.Daimler-Benz is best known for its Mercedes-Benz cars. Why do you think Daimler bought AEG in the first place, and why did the company venture into aerospace and Inter Services?

  3. Q4.Given the apparent mistakes in acquiring no automotive businesses, what should Jurgen Schrempp do now? (a)What are the advantages and disadvantages of centralization and decentralization? (b)What was the rationale for the Ford 2000 program? (c)Why did Ford change from decentralization to centralization to recentralization? (d)Why did Ford establish a luxury car division? Q5.What are the advantages and disadvantages of a hands-off, decentralized management approach? Q6.How can Daewoo stay competitive with the Japanese?

  4. Q7.What are some of the controllable and uncontrollable factors in this case? How should Mr. Kim respond to those factors? Q8.What do you think of Daewoo’s expansion into central Europe? What are the advantages and risks for the company? Q9.What is your assessment of Barrett’s performance and his vision for Intel? Is he the right person for the job at Intel? Q10.What are some problems associated with frequent reorganization?

  5. Q11.What are the pros and cons for focusing on the distant futures and the heavy investment in new technologies? Q12.Do you think it is ethical to engage in restructuring and delivering in massive reeducation of position? Q13.Why would other companies agree to study their “best practices”? Q14.What do you think of evaluating the performance of managers not only on the achievement of result, but also on the degree to which they share the organizational values? Q15.How would you feel of setting unrealistic {stretch} objectives

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