Đề tài thuyết trình nhóm | Nguyên Lý Marketing | Đại học Tôn Đức Thắng

ĐỀ TÀI THUYẾT TRÌNH NHÓM NGUYÊN LÝ QUẢN TRỊ NHÓM 1: -
Thuyết trình case study “Who need a boss” trang 55-56 và trả lời câu hỏi bên dưới case study
Các câu hỏi cần chuẩn bị cho phản biện/ vấn đáp:
1. How do managers differ from nonmanagerial employees?
2. It is sometimes said that management is a tough and thankless job. Do you think this is true?
3. Is the task of seeking innovative processes really a manager’s job?
4. In today’s environment, explain which is more important to organizations—efÏciency or effectiveness. NHÓM 2: -
Thuyết trình case study “Building a better boss” trang 56-57 và trả lời các câu hỏi bên dưới case study
Các câu hỏi cần chuẩn bị cho phản biện/ vấn đáp:
5. How do managers differ from nonmanagerial employees?
6. It is sometimes said that management is a tough and thankless job. Do you think this is true?
7. Is the task of seeking innovative processes really a manager’s job?
8. In today’s environment, explain which is more important to organizations—efÏciency or effectiveness. NHÓM 3: -
Thuyết trình case study “Not Sold Out” trang 126-127 và trả lời câu hỏi của case study
Các câu hỏi chuẩn bị cho phần vấn đáp:
1. Is there a real difference between an omnipotent manager and a “good” manager? Explain.
2. “Businesses are built on relationships.” What do you think this statement means? What
are the implications for managing the external environment?
3. Why is strong culture likely to have a greater influence on employees compared to weak culture?
4. How can an innovative culture be characterized according to Goran Ekvall? NHÓM 4: -
Thuyết trình case study “Going to Extremes” trang 125-126 và trả lời các câu hỏi của case study
Các câu hỏi chuẩn bị cho phần vấn đáp:
1. Is there a real difference between an omnipotent manager and a “good” manager? Explain.
2. “Businesses are built on relationships.” What do you think this statement means?
What are the implications for managing the external environment?
3. Why is strong culture likely to have a greater influence on employees compared to weak culture?
4. How can an innovative culture be characterized according to Goran Ekvall? NHÓM 5: -
Thuyết trình case study “Tasting Success” trang 95-96 và trả lời câu hỏi của case study
Các câu hỏi cần chuẩn bị cho phần phản biện/ vấn đáp:
1. Most managers adopt particular styles to simplify their decision-making. This helps
them make sense of information. Why do you think these styles are unreliable?
2. What should a good manager do if it becomes apparent that a decision that has
already been made is clearly not working or solving the situation?
3. What is meant by the term design thinking? How do you think this approach can
help organizations? Explain what the approach helps in controlling.
4. What do you understand by the term personalization technologies? How does big
data fit into decision making processes? NHÓM 6: -
Thuyết trình case study “The business of Baseball” trang 96-97 và trả lời các câu hỏi của case study
Các câu hỏi cần chuẩn bị cho phần phản biện/ vấn đáp:
1. Most managers adopt particular styles to simplify their decision-making. This helps
them make sense of information. Why do you think these styles are unreliable?
2. What should a good manager do if it becomes apparent that a decision that has
already been made is clearly not working or solving the situation?
3. What is meant by the term design thinking? How do you think this approach can
help organizations? Explain what the approach helps in controlling.
4. What do you understand by the term personalization technologies? How does big
data fit into decision making processes? NHÓM 7: -
Thuyết trình case study “Crisis Planning at Livestrong Foundation” trang 264 và trả lời các câu hỏi của case study.
Các câu hỏi cần chuẩn bị cho phần phản biện/ vấn đáp:
1. Explain what studies have shown about the relationship between planning and performance.
2. Planning takes a lot of effort. Why do you think people should engage in it?
3. If planning is so crucial, why do some managers choose not to do it? What would you tell these managers?
4. What is the fastest-growing area of environmental scanning? What does it provide to an organization? NHÓM 8: -
Thuyết trình case study “Shifting Direction” trang 265 và trả lời các câu hỏi của case study.
Các câu hỏi cần chuẩn bị cho phần phản biện/ vấn đáp:
1. Explain what studies have shown about the relationship between planning and performance.
2. Planning takes a lot of effort. Why do you think people should engage in it?
3. If planning is so crucial, why do some managers choose not to do it? What would you tell these managers?
4. What is the fastest-growing area of environmental scanning? What does it provide to an organization? NHÓM 9: -
Thuyết trình case study “ A New Kind of Structure” trang 343 và trả lời các câu hỏi của case study
Các câu hỏi cần chuẩn bị cho phần phản biện/ vấn đáp:
1. Discuss why you think an organization might be keen to increase its managers’ span of control.
2. Contrast mechanistic and organic organizations.
3. In terms of organizational designs, what is a simple structure?
4. Management in an organization isn’t restricted to having line authority over
subordinates. There is also staff authority present in many organizations. Distinguish
between these two types of authority. NHÓM 10: -
Thuyết trình case study “Ask Chuck” trang 342 và trả lời các câu hỏi của case study
Các câu hỏi cần chuẩn bị cho phần phản biện/ vấn đáp:
5. Discuss why you think an organization might be keen to increase its managers’ span of control.
6. Contrast mechanistic and organic organizations.
7. In terms of organizational designs, what is a simple structure?
8. Management in an organization isn’t restricted to having line authority over
subordinates. There is also staff authority present in many organizations. Distinguish
between these two types of authority.