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MANAGEMENT PRACTICE
S.A.I.M.
S.A.I.M. CASE-STUDY WORKBOOK
Prepared by Dr Norris W Dalton.
Copyright 2002 SAIM
Management Practice
1
Copyright @ 2002 - South African Institute of Management All rights reserved. No part of this publication may be reproduced or transmitted in any form by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from SAIM.
Copyright @ 2002
First Edition (2002)
Copyright 2002 SAIM
Management Practice
2
MANAGEMENT PRACTICE
CASE-STUDY WORKBOOK
CONTENTS Page 1. Introduction. 5
2. Management in Context.
7
3. Learning to be a manager.
9
4. Case-study analysis.
11
5. Problem-solving and decision-making.
14
6. Caselets: First-line and Middle-management (Tactical/operational levels). 21
7. Case-studies: Executive / Senior management (transitional / strategic level). 119
8. Case-studies: Management failures (Reference studies).
173
9. Lessons:
Business {Managerial) Failure.
201
10. References and Further Reading.
207
Copyright 2002 SAIM
Management Practice
3
Copyright 2002 SAIM
Management Practice
4
MANAGEMENT PRACTICE Management Principles are easy; Management Practice is difficult.
1. Introduction The Theory of Management (20%) is easy and can be learnt in a classroom setting, since it relates to knowledge acquisition and book-learning only, encompassing pre-defined contexts (i.e. a closed system). The Practice of Management (80%) is difficult since it relates to a crisis-driven ‘real-world’ of irrational people, unpredictable events, competitive market warfare, cashflow shortages, problematical relationships, and an infinite number of unique contexts (i.e. an open system):-
no two managers are identical (physically, mentally, emotionally and spiritually); no two management contexts are identical (management does not operate...
S.A.I.M.
S.A.I.M. CASE-STUDY WORKBOOK
Prepared by Dr Norris W Dalton.
Copyright 2002 SAIM
Management Practice
1
Copyright @ 2002 - South African Institute of Management All rights reserved. No part of this publication may be reproduced or transmitted in any form by any means, electronic or mechanical, including photocopy, recording, or any information storage and retrieval system, without permission in writing from SAIM.
Copyright @ 2002
First Edition (2002)
Copyright 2002 SAIM
Management Practice
2
MANAGEMENT PRACTICE
CASE-STUDY WORKBOOK
CONTENTS Page 1. Introduction. 5
2. Management in Context.
7
3. Learning to be a manager.
9
4. Case-study analysis.
11
5. Problem-solving and decision-making.
14
6. Caselets: First-line and Middle-management (Tactical/operational levels). 21
7. Case-studies: Executive / Senior management (transitional / strategic level). 119
8. Case-studies: Management failures (Reference studies).
173
9. Lessons:
Business {Managerial) Failure.
201
10. References and Further Reading.
207
Copyright 2002 SAIM
Management Practice
3
Copyright 2002 SAIM
Management Practice
4
MANAGEMENT PRACTICE Management Principles are easy; Management Practice is difficult.
1. Introduction The Theory of Management (20%) is easy and can be learnt in a classroom setting, since it relates to knowledge acquisition and book-learning only, encompassing pre-defined contexts (i.e. a closed system). The Practice of Management (80%) is difficult since it relates to a crisis-driven ‘real-world’ of irrational people, unpredictable events, competitive market warfare, cashflow shortages, problematical relationships, and an infinite number of unique contexts (i.e. an open system):-
no two managers are identical (physically, mentally, emotionally and spiritually); no two management contexts are identical (management does not operate...