In today’s turbulent environments, it is no longer safe to assume that an organization that was highly successful yesterday will continue to be so tomorrow – or that it will even be in existence. Changing times exact the best from strategic planners. Think about the situations currently facing the following well-known organizations. Think, too about the futures they may face. You are asked to do Scenario Planning for them in order to be prepared for what the future holds. Please clearly state the scenario and also explain your strategy clearly.
| What in the future might seriously threaten the success, perhaps the very existence of this organization? Develop 2 such future scenarios | Estimate the probability (0 to 100 percent) of each future scenario occurring and estimate how soon it could happen. | Develop a strategy for each scenario that will enable the organization to successfully deal with it.
Be prepared to share and defend your answers. |
||
|
Loblaws |
Scenario #1 (2 marks)
|
__ ___%
(1 mark)
|
(2 marks) | |
| Scenario #2 (2 marks)
|
__ ___%
(1 mark) |
(2 marks) | ||
| Knowledge | /10 | |||
Listed below are performance objectives from an MBO contract for a plant manager. In the margin write one of the following symbols to identify each objective as an improvement, maintenance, or personal development objective.
I = Improvement objective
M = Maintenance objective
P = Personal development objective
| Performance objective | Type of Performance Objective
( I or M or P) |
|
| 1 | To increase deliveries to 98% of all scheduled delivery dates. | |
| 2 | To reduce waste and spoilage to 3% of all raw materials used. | |
| 3 | To reduce lost time due to accidents to 100 work days/year. | |
| 4 | To reduce operating cost to 10% below budget. | |
| 5 | To install a quality-control system at a cost of less than $53,000. | |
| 6 | Maintain customer service feedback database | |
| 7 | To improve production scheduling and increase machine utilization time to 95% of capacity. | |
| 8 | To teach a community college course in human resource management. | |
| 9 | Maintain regulatory production compliance | |
| 10 | To complete a management development program this year. | |
| Thinking | /10 |
Assume that this MBO contract was actually developed and implemented under the following circumstances. After each statement, write “yes” if the statement reflects proper MBO procedures and write “no” if it reflects poor MBO procedures. Also pick which one of the following key elements (#1, #2 or #3) it meets. If it does not meet the criteria, type in “N/A”
The key elements of the MBO process are as follows:
(1) The supervisor and subordinate jointly set objectives, establish standards, and choose actions.
(2) The subordinate acts individually to perform the agreed upon tasks; and the superior acts individually to provide necessary support.
(3) The supervisor and subordinate jointly review results, discuss implications, and renew the MBO cycle.
| Yes or No | Key Element # | |
| The president drafted the eight objectives and submitted them to Atkins, the plant manager, for review. | ||
| The president and Atkins thoroughly discussed the eight objectives in proposal form before they were finalized. | ||
| The president and Atkins scheduled a meeting in six months to review Atkins progress on the objectives. | ||
| The president didn’t discuss the objectives with Atkins again until the scheduled meeting was held. | ||
| The president told Atkins his annual raise would depend on the extent to which these objectives were achieved. | ||
| Application | /10 | |
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