MGT 230 All Assignments

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MGT 230 Week 1 Amazon.com Case study analysis

MGT 230 Week 2 Nordstrom Case Study Analysis

MGT 230 Week 3 Nike Case Study Analysis

MGT 230 Week 4 leadership

MGT 230 Week 5 Mangement Action Plan

MGT 230 Week 5 Practice Planning

MGT 230 Week 5 Practice Types of Controls Scenario

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MGT 230 All Week DQs

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MGT 230 Week 1 Discussion Four Functions of Management

MGT 230 Week 2 Discussion Participatory Planning

MGT 230 Week 3 Discussion Organizational Structure

MGT 230 Week 4 Discussion Strategies for Healthy Organizational

Structure

MGT 230 Week 5 Discussion Applying the Four Functions of

Management

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MGT 230 Entire Course with DQs

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MGT 230 Week 1 Discussion Four Functions of Management

MGT 230 Week 2 Discussion Participatory Planning

MGT 230 Week 3 Discussion Organizational Structure

MGT 230 Week 4 Discussion Strategies for Healthy Organizational
Structure

MGT 230 Week 5 Discussion Applying the Four Functions of

Management

MGT 230 Week 1 Amazon.com Case study analysis

MGT 230 Week 2 Nordstrom Case Study Analysis

MGT 230 Week 3 Nike Case Study Analysis

MGT 230 Week 4 leadership

MGT 230 Week 5 Mangement Action Plan

MGT 230 Week 5 Practice Planning

MGT 230 Week 5 Practice Types of Controls Scenario

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MGT 230 Week 1 Amazon.com Case study analysis (2

Papers)
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Case Analysis Questions

Answer the following in up to 350 words each.

1. Bezos once said: “Amazon may break even or even lose money on the
sale of its devices.” The company expects to recoup the money later
through the sale of products, with a further boost from its annual Prime
membership fee.

Explain how this strategy shows Bezos as a systematic and intuitive

thinker.

2. It seems like everyone is streaming these days and there are a growing
number of providers. Amazon is a player in the digital entertainment
market, but hasn’t taken a clear lead.

Determine, based on the strengths of the company, what decisions

should be made to ensure that Amazon jumps ahead and becomes the
“No. 1” source for digital content streams.

3. Compare the latest initiatives coming out of Amazon with those of the
actual or potential competition.
4. Conclude whether or not Bezos is making the right decisions as he
guides the firm through today’s many business and management
challenges.

Amazon.com—Keeping the Fire Hot

Amazon.com has gained the No. 1 spot as the world’s largest Internet
retailer. But never content to rest on past laurels, CEO Jeff Bezos keeps
introducing and upgrading Amazon products and services.

It’s hard to keep pace with new versions of the Amazon Kindle Fire,
Prime Instant Video TV, and movie content streamed on demand.
There’s a variety of cloud computer services. And, Bezos keeps
increasing investments in new distribution centers staffed increasingly
by robots. It’s all part of a push to make Amazon the go-to choice for
fast—even same-day—deliveries of as many of the products we
consume as possible.

Decision Making and Innovation

From its modest beginning in Jeff Bezos’s garage in 1995, Amazon.com

has grown into the most megalithic online retailer. Bezos continues to
diversify Amazon’s product offerings and broaden its brand. Beyond
simply finding more and more products and services to offer, he knows
that he has to innovate in order to prevent his brand from becoming
stagnant. No one is ever sure what will come next under Bezos’s
guidance. His guiding question is: “What kind of innovation can we
layer on top of this that will be meaningful for our customers?”

Amazon’s Kindle almost single handedly launched the ebook revolution.

Also, Amazon Prime could be seen as a revolution. Prime members get
free two-day shipping and discounted one-day shipping as well as access
to Amazon Instant Video, movie, TV and music streaming, and free
content. It’s all designed to keep customers plugged into Amazon. Bezos
calls Amazon Prime “the best bargain in the history of shopping, and it’s
going to keep getting better.”

There’s no shortage of competition. Amazon has squared off against

Netflix, Apple, and Google in realms of both hardware and digital
entertainment. It bought top-shelf audio book vendor Audible.com and
later added shoe and clothing merchant Zappos.com. Then came
acquisition of Boston-based Kiva Systems. Kiva’s automated guided
robots deliver product to workers at pick stations, allowing Amazon
increased efficiency (and reduced labor costs) in its worldwide
distribution centers.

Bezos as a Decision Maker

Rather than sticking to just the analytical step-by-step process, Bezos

isn’t afraid of informed intuition. He uses creativity, flexibility, and
spontaneity when making key decisions. He seems comfortable with
abstraction and lack of structure when making decisions and also isn’t
afraid to fail.
Seeming not to worry about current earnings per share, Bezos keeps
investing to make his company stronger and harder to catch. Its millions
of square feet of distribution fulfillment space keep growing
domestically and around the globe. The firm’s products and services are
continuously upgraded and expanded. Drones are ready to fly Amazon
deliveries to customers. But will these investments pay off? Is Bezos
making the right long-term choices?

Even as Amazon’s stock values fluctuate, Bezos still believes that

customer service, not the stock ticker, defines the Amazon experience. “I
think one of the things people don’t understand is we can build more
shareholder value by lowering product prices than we can by trying to
raise margins,” he says. “It’s a more patient approach, but we think it
leads to a stronger, healthier company. It also serves customers much,
much better.”

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MGT 230 Week 1 Discussion Four Functions of

Management
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Listen to the "Four Functions of Management" podcast.

Respond to the following in a minimum of 175 words:

Explain how you are currently using the four functions of management

in your place of employment or your personal life.

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MGT 230 Week 2 Discussion Participatory Planning

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Respond to the following in a minimum of 175 words:

Provide an example of a time when you or someone you know has been
involved in participatory planning. What were the benefits and
drawbacks?

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 MGT 230 Week 2 Nordstrom Case Study Analysis (2
Papers)
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Case Analysis Questions

Answer the following in up to 350 words each.

1. Determine the specific planning objectives and measures Nordstrom

could use to assess the success of its Web-based inventory integration.

2. Explain how Nordstrom could make use of participatory planning for

continuous improvements in areas such as product purchasing, floor
displays, and sales associates’ job satisfaction.

3. Nordstrom wants to grow in a number of different areas.

Research one of its strategies and project it into the future.

4. Refer back to one of Nordstrom’s strategies for growth.

What changes, revisions, or updates would you plan for the company?
What stretch goals come to mind?

Nordstrom—“High Touch” with “High Tech”

How does Nordstrom stay profitable despite dips in consumer spending,

changing fashion trends, and intense competition among retailers? One
answer: Acute attention to detail and well-laid plans.

All in the Family

The fourth generation of family members that runs Nordstrom has

brought the store’s time-honored and successful retail practices into a
new era. “Nordstrom, it seems, is that rarity in American business: an
enterprise run by a founding family that hasn’t wrecked it,” says one
business writer. The company provides a quality customer experience
via personalized service, a compelling merchandise offering, a pleasant
shopping environment, and increasingly better management of its
inventory.
Secret of Success

The secret of this company’s success lies in its strategic planning efforts
and the ability of its management team to set broad, comprehensive, and
longer-term action directions, all of which are focused on the customer
experience. The current generation of Nordstrom family members was
quick to spearhead an ultramodern multimillion-dollar, Web-based
inventory management system. This upgrade helped the company meet
two key goals: (1) correlate purchasing with demand to keep inventory
as lean as possible, and (2) give customers and sales associates a
comprehensive view of Nordstrom’s entire inventory, including every
store and warehouse.

Demand Planning

Instead of relying on one-day sales, coupon blitzes, or marking down

entire lines of product, Nordstrom discounts only certain items.
“Markdown optimization” software assists in planning more profitable
sale prices. According to retail analyst, Patricia Edwards, this helps
Nordstrom calculate what will sell better at different discounts and
forecast which single items should be marked down. If a style is no
longer in demand, the company can ship it off to its Nordstrom Rack
outlet stores. It’s all part of Nordstrom’s long-term investment in
efficiency. “If we can identify what is not performing and move it out to
bring in fresh merchandise,” says Pete Nordstrom, “that’s a decision we
want to make.”

Inventory Planning
Although inventory naturally fluctuates, Nordstrom associates can easily
locate any item in another store or verify when it will return to stock.
Customers on their smart phones and associates behind sales counters
see the same thing—the entire inventory of Nordstrom’s stores is
presented as one selection, which the company refers to as perpetual
inventory. “Customer service is not just a friendly, helpful,
knowledgeable salesperson helping you buy something,” says Robert
Spector, retail expert and author of The Nordstrom Way. “Part of
customer service is having the right item at the right size at the right
price at the right time. And that’s something perpetual inventory will
help with.”

The upgraded inventory management system was an immediate hit. As

of launch day, Nordstrom found that the percentage of customers who
purchased products after searching the website for an item doubled. It
also learned that multi-channel customers—those who shop from
Nordstrom in more than one way—spend on average four times more
than one-source customers. This profit more than offsets the cost of
hiring additional shipping employees to wrap and mail items from each
store. Now Nordstrom doesn’t have to turn away the customer who
spied a red Marc Jacobs handbag but found it out of stock in her local
store. She can buy it online or at the store counter and it will be shipped
to her, even from a store located across the country.

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MGT 230 Week 3 Discussion Organizational Structure

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Watch the Week 3 videos in the University Library.

Respond to the following in a minimum of 175 words:

What type of organizational structure is used by your place of

employment?

Do you believe that this is the best approach, and what changes, if any,
you would make to the current structure?
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MGT 230 Week 3 Nike Case Study Analysis (2 Papers)

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Case Analysis Questions

Answer the following in up to 350 words each.

1. Describe the factors that drive Nike’s decision to stick with some
form of network organizational structure rather than own its
manufacturing operations.

2. Assess why Nike’s choice of a decentralized and networked

organization structure worked well for them.

3. Summarize the current state of competition in this industry. Assess if

Nike continuing to pull away from rivals, or if they are catching up.

4. Assess whether Nike’s organizational structure is still a major strength

that contributes to its success, or if it is creating problems that will call
for organizational design changes in the future.

5. Determine whether a matrix structure could improve performance for

Nike.
Nike Case Study Analysis

Nike: Spreading Out to Win the Race

Nike is indisputably a giant in the athletics industry. The Portland,

Oregon, company is known worldwide for its products, none of which it
actually makes. It has thrived by knowing how to stay small, focusing on
core competencies, and outsourcing manufacturing.

But if you don’t make anything, what do you actually do? If you
outsource everything, what’s left? A lot of brand recognition, as it turns
out.

Behind the Swoosh

Nike continues to outpace the athletic shoe competition while spreading

its brand through an ever-widening universe of sports equipment,
apparel, and paraphernalia. The ever-present Swoosh graces everything
from bumper stickers to sunglasses to high school sports uniforms. Nike
products embody a love of sport, discipline, ambition, practice, and all
other desirable traits of athleticism.

The company has cleverly kept its advertising agency nestled close to
home, but has relied extensively on outsourcing many non-executive and
back office responsibilities to reduce overhead. Nike is structured
around its core competency in product design—not manufacturing. It
has taken outsourcing to a new level, with sub-contractors producing all
of its shoes.

Whoops

Although outsourcing production hasn’t hurt product quality, it has

challenged Nike’s reputation for social responsibility, especially
regarding work conditions and labor practices at some suppliers. In a
move designed to turn critics into converts, Nike posts information on its
website detailing every one of the hundreds of factories that it uses to
make shoes, apparel, and other sporting goods. It released the data in
conjunction with a comprehensive corporate responsibility report
summarizing the environmental impact and the labor situations of its
contract factories.

Nike also encourages designers to develop environmentally sustainable

designs like the Nike Free, a lightweight running shoe that boosted sales
dramatically. Nike’s Sustainable Business & Innovation Lab funds
outside startups focused on alternative energies, more efficient
approaches to manufacturing, and the promotion of healthy lifestyles.

Pesky Competition

Nike has so far balanced size and pressure to remain successful by

leveraging a decentralized and networked organization structure.
Individual business centers—such as research, production, and
marketing—are free to focus on their core competencies without
worrying about the effects of corporate bloat.

This company has found continued marketplace success by positioning

itself not simply as a sneaker company but as a brand that fulfills the
evolving needs of today’s athletes and athletes-at-heart. Will Nike
continue to profit from its organization structure, or will it spread itself
so thin that its competition has a chance to overtake it?

Source: Schermerhorn Jr., J.R., Bachrach, D.G. (2016) Nike: Spreading

Out to Win the Race. In Exploring Management (Cases for Critical
Thinking).

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MGT 230 Week 4 Discussion Strategies for Healthy

Organizational Structure
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Respond to the following in a minimum of 175 words:

Watch the Week 4 videos. Describe how leaders can create and maintain

a healthy organizational structure.
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MGT 230 Week 4 Learning to Lead Interview Analysis (2

Papers)
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Now that you've conducted your Learning to Lead interview, reflect

back on what you've learned about leadership styles and approaches.

In 700 to 1,050 words, answer the following:

• Analyze interviewee's responses

• Summarize what you learned from your interview

• Explain how you would apply what you learned into your own
leadership responsibilities

• Distinguish the differences between management and leadership

Click the Assignment Files tab to submit your assignment.

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MGT 230 Week 4 Practice Learning to Lead Interview (2

Papers)
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Complete the Learning to Lead Interview worksheet.

Submit your worksheet.

Learning to Lead Management Interview Worksheet

Complete the following table with the interviewee’s contact information:

Information Details
Interviewee’s Name

Position Title

Company Name

Company Address

Phone

Email

Interview Questions

Include the following questions in your interview.

Question Answer

How do you set performance objectives?

How do you plan your work activities?

How do you arrange tasks, people, and other resources to accomplish the
work?

How would you describe your style of leadership?

How do you measure performance goals are being achieved?

Develop 5 to 10 of your own additional questions. They should relate to

how your interviewee plans, organizes, leads, and measures results in
their respective department or organization.

Question
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MGT 230 Week 5 Apply Mangement Action Plan

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Mangement Action Plan Template

Management Action Plan Template

Answer the following questions for each function of management.

Your responses should total 700 to 1,050 words combined.

Function of Management: Planning

What type of planning activities will you need to use as a manager?

Review planning activities from the textbook. What planning process
would you use as a manager?

Function of Management: Organizing

How will you use organizing as a manager?

Review organizing approaches from the textbook. What organizing

approaches would you use as a manager?

Function of Management: Leading

What type of leadership characteristics do you want to demonstrate?

Review leadership characteristics from the textbook. What leadership

approaches would you use as a manager?

Function of Management: Controlling

Which controlling techniques would you use to measure performance?

Review controlling techniques from the textbook. What controlling

approaches would you use as a manager?
Complete the following chart in a total of 700 to 1050 words to develop
your Management Action Plan.

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MGT 230 Week 5 Discussion Applying the Four

Functions of Management
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Listen to the "A Business Management Client Scenario" podcast and

watch the Wk 2 videos in the University Library.

Respond to the following in a minimum of 175 words:

Describe how you will use the four functions of management to achieve

your performance goals in your current work or volunteer position.
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MGT 230 Week 5 Driving and Building Leadership, Team

Performance, Motivation, Communication, and
Collaboration
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MGT 230 Week 5 Driving and Building Leadership, Team Performance,

Motivation, Communication, and Collaboration

Purpose of the Assignment

This assignment focuses on defining leadership through qualities, self-

awareness, styles, and attributes. The assignment also highlights the
aspects of managing people, teams, and the organizational goals
collectively. Managing people and team performance defines and
provides aspects of how a manager learns to communicate and
collaborate with diverse individuals through social networking,
interaction, and influence while; motivating all to move toward
organizational success.

Assignment Steps
Resources: Exploring Management: Ch. 10, Ch. 11, Ch. 12, Ch. 13, and
Ch. 14; University Library

Develop a 1,050-word document by integrating your responses to

include the Leader SWOTT Analysis.

Describe three motivational techniques that will keep the outcome and
effects of others moving toward the organization’s goals.

Explain how would you measure team performance.

Discuss which mode of communication and collaboration is most

effective understanding team dynamics.

Summarize your findings by using a SWOTT Analysis to illustrate the

core competencies of a leader.

Include the following in your SWOTT analysis:

List and explain the core competencies of a leader.

Discuss the qualities that identify leadership and explain how these core
competencies build leadership characteristics.

Support your findings with four or more credible references.

Format your presentation consistent with APA Guidelines.

Click the Assignment Files tab to submit your assignment.

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MGT 230 Week 5 Practice Planning

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Review the difference between a long-range and short-range plan.

Provide an example in a total of 2 to 4 sentences of when each type of
plan would be used.

Submit your assignment.

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MGT 230 Week 5 Practice Types of Controls Scenario

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Review the three types of controls that are used by managers

(feedforward, concurrent, and feedback).

Provide an example in a total of 2 to 4 sentences of when each type of

control would be used.
Submit your assignment.