校園霸凌事件近期成為大家關注的焦點,身為社會的一份子且具備管理知識的我
們,可如何運用管理學中的理論或概念,幫助學校管理學生、防止霸凌事件的發
生。
面對臺灣與中國簽訂ECFA,試以一家臺灣公司為例,應用管理學中的理論或概
念,分析此經濟合作協議對該公司所處的各層面環境及公司本身的影響,並建議
該公司可如何因應。
請仔細閱讀以下的敘述後再回答此問題。
Dave Collins, president of H.I.D., sat down at the conference table with his
management team members. Karen Setz, Tony Briggs, Dave King, and Art Johnson.
H.I.D. owns ten Holiday Inns in Georgia, eight hotels of different types in Canada, and
one property in the Caribbean. It also owns two Quality Inns in Georgia. Dave Collins
and his managers got together to define their mission and goals and to set strategic
plans. As they began their strategic planning session., the consultant they had hired
suggested that each describe what he or she wanted for the company domestic
operations in the next 10 years—how many hotels it should own, where to locate them
and who the target market was. Another question he asked them to consider was shat
the driving force of the company should be—that is, the single characteristic that
would separate H.I.D. from other companies.
The team members wrote their answers on flip charts, and the consultant
summarized the results. Dave Collins’s goal included 50 hotels in 10 years, with the
number increasing to 26 or 27 in 5 years. All the other members saw no more than 20
hotels in 10 years and a maximum of 15 or 16 within 5 years. Clearly there was
disagreement among the top managers about long-term goals and the desirable growth
rate.
With the consultant’s direction, the team members began to critique their growth
targets. Dave King. Director of operations and development, observed, “We just can’t
build that many hotels in that time period, certainly not given our current staffing, or
any reasonable staffing we could afford. I don’t see how we could achieve that goal.”
Art Johnson, the accountant, agreed. Karen Setz then asked, “Could we build them all
in Georgia? You know we’ve centered on the medium-priced hotel in smaller towns.
Do we need to move to bigger towns now, such as Jacksonville, or add another to the
one we have in Atlanta? ” Dave Collins responded, “We have an opportunity out in
California, we may have one in New Jersey, and we are looking at the possibility of
going to Jacksonville.”
The consultant attempted to refocus the discussion: “Well, how does this all fit with
your mission? Where are you willing to locate geographically? Most of your operation
is in Georgia. Can you adequately support a national building effort?”
Tony Briggs responded, “Well, you know we have always looked at the
smaller-town hotels as being our niche, although we deviated from that for the hotel in
Atlanta. But we generally stay in smaller towns where we don’t have much
competition. Now we are talking about an expensive hotel in California.”
Dave Collins suggested, “Maybe it’s time we changed our target market, changed
our pricing strategy, and went for larger hotels in urban areas across the whole country.
Maybe we need to change a lot of factors about our company.”
What is H.I.D.’s mission at present? Please elaborate the differences between Dave
Collins, as the leader of the company, and those top managers with respect to their
thinking, personal characteristics, and so forth.
The Walt Disney Company has four major strategic business units: movies
(Touchstone Pictures), theme parks, consumer products, and television (primarily
cable). Place each of these SBUs on the BCG matrix based on your knowledge of
them and give reasons for why you do so.
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