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MANAGEMENT
CASE STUDY
Submitted To: Submitted By:
Showkat Ara Khanam 1. MD. Mosharof Hossain
ID: 191006008
Lecturer of Management 2. Sharif Hossain
Green University of Bangladesh ID: 191006020
3. Anirban Sarkar
ID: 191006053
4. Zerin Rahman Zemi
ID: 191006066

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Case Study-01

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Case Question - 01
What management skills did jack demonstrate
as a marketing manager at the travel products
company ?
What management skills did he demonstrate as
VP at the consumer products him ?

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Answer
According to Robert L katz ( in stoner and
wankel 1987 ) if managers have necessary
management skills, they will probably perform
well and be relatively successful on the other
hand, if managers do not have necessary
management skills, they will probably perform
poorly and be relatively unsuccessful. There are
three types of primary skills that are important
for successful management performance.
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Answer
As a marketing Jack successful cause he has a
three managerial skills. These skills are
conceptual skills, human skills, technical skills.
All skills are required for critical thinking
including reasoning, analyzing and problem
solving. As a vice president of a consumer
product firm Jack his ability to spot promising
items in the company.

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Answer
His skill by working with manager form every
area in the company. Jack perform the job with
consumer product company efficiently and
effectively.

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Case Question-02
Should Jack have taken the special assignment
offered him by the consumer product firm ?
What kinds of skills was the president of
overseas operations thinking about when he
offered the assignment to Jack ?

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Answer
 The President of overseas was thinking about
the below of Jack:
Leadership skills :
 Leadership is the art of motivating a group of
people to act towards achieving a common
goal.

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Answer
Interpersonal skills:
 The ability to communicate with understand &
motivate individual & groups.
He is being able to lead a team .
A great way to gain experience in a
management.
Being able to communicate with his company
and outside of the company.
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Answer
Decision maker : Decision aren’t always so
black and white. Sometime creative solutions
are required to solve problems.
Jack should Jack have taken the special
assignment offered to him by the consumer
products firm.

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Answer
The president of overseas operations thinking
about Jack the assignment cause Jack head up
a team to developed strategic for adapting
existing company product.
His skills by working with manager form every
area of the company .
His skills by working with manager form every
area of the company.
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Case Question - 03
What management skills would have helped
Jack avoid the Catastrophe that befell that
project at the consumer-electronics firm ?

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Answer
The skills that could have helped to avoid the
catastrophe :
Technical skills:
 Technical skills are the knowledge and abilities
needed to accomplish mathematical,
engineering scientific or computer related
duties as well as other specific task.

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Answer
Time-management skills:
 Time management involves exercising
conscious control over the amount of time
spent on specific activities with a focus to
increase effectiveness, efficiency and
productivity.

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Case Study-02

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Case Question - 01
Does the pattern of management developments
at GE over the last century seem to reflect the
pattern suggested by management theory ?
Explain your answer.

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Answer
Management theory, define by griffin is a
conceptual framework for organizing
knowledge and providing a blueprint for action.
GE has employed this structure within its
organization ever since .

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Answer
 Griffin explanation of management theory,
saying that effective managers tends to
“develop and refine their own theories of how
they should run their organizations and manage
the behavior of their employees. This ever
evolving, constantly adapting mentality is
exactly what was allowed GE to remain
innovative with each passing decade.

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Case Question-02
Which of GE`s management innovations seem
to draw on a classical management perspective?
Which seem to draw behavioral management
perspective? How does the contingency
perspective explain the management changes
that GE has made over by years? Explain each
of your response.

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Answer
Administrative management is a subset of the
classical management perspective. GE,s ‘’Blue
Book’’ that details managers every move is an
example of a management practice that would
fall under this area. Administrative
management focus on managing the total
organization. Thus GE’s contributions to
strategic management (such as the business
screen ) can also be organized in this area.
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Answer
GE’s emphasis on leadership training is a great
example of a practice that relates to the
behavioral management perspective. GE
emphases the importance of manage men
developed and recognition , both of which were
covered by this perspective.

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Case Question-03
Why, In your opinion, has GE been so
successful in integrating the management
science approach with less quantitative
approaches ?

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Answer
An introduction to management science
quantitative approaches with a sound
conceptual understanding of the role that
management science plays in the decision
making process. The trusted market leader for
more than two decades. The book uses a proven
scenario approaches to introduce each
quantitative technique within an application
setting.
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Answer
All data set application. And screen visuals
reflect the details of excel. Media contend
referenced within the product description or
product text may not be available in this
version

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Case Question-04
 In what ways does the change in GE’s
approach to leadership reflect the same
conditions as those that influence its current
approach to management ?

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Answer
The function of management include planning
or deciding upon business goals and methods to
achieve them. The set of core activities that
defines the role of managers in business
environment the four function of management
leadership is one of the functional leadership
model.

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Answer
The primary task of the leader is to ensure that
all requirements of the group are meet so that
goals can be achieved. But GE’s approach to
leadership reflect the same conditions as those
that influence is current approach to
management

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Case Study-03

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Case Question - 01
Which forces in Goldman Sachs’s external
environment have accounted most for “ the
fortunes of fate” that the company – indeed, the
investment banking industry- has experienced
since 2008?

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Answer
The forces in Goldman Sachs’s external
environment that accounts most for “the
fortunes of fate” are the economic dimension,
the sociocultural dimension and the regulators
that are part of the task environment.

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Answer
For the economic dimension is when Goldman
Sachs was in time of global financial crisis,
which made some of the investors at jittery and
nervous and so they begin to sell off their hares
until the company’s stock price fell in half.

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Answer
After they transitioned from an investment
bank to a holding – company bank and the big
external force were the regulators; like the
Securities and Exchange Commission , and the
sociocultural dimension .

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Answer
When they transitioned, they differed from
their high-risk , high-return culture because at
the time they needed to respond to the change
of customs and values in their society and their
company, which is the reason why they become
a holding-company bank.

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Answer
 They adjust to what ever happens in their
environment and is one of the reason why
Goldman Sachs’s has been able to survive for
so long in the financial market

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Case Question - 02
Explain the roles of Goldman’s partners, both
as owners and as employees, in forming and
managing its internal environment.

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Answer
As owner , Goldman partners helped the
company form its internal environment by
investing their own money and handling the
company’s assets long term. As owners they
also help by leading as example for their
employees by at first showing their values in
high-risk , high reward and hard work and then
recruiting employees with the same values.

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Answer
This will help shape the future of the corporate
culture by recruiting the certain and specific
employees. Their recruiting process is very
gruesome task but is a very big part of
Goldman Sachs’s strategy to further shape the
company’s internal environment. Goldman only
hires the top of the top and very few job
candidates in the industry out of the tens o
thousands.
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Answer
And then as an employee their roles are to be
always hungry for success and want more. With
this attitude, employees will constantly
challenge and try to out perform one another
because they will always want the promotion or
raise that is up for grabs and to climb up the
ranks.

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Case Question - 03
Which models of organizational effectiveness
are evident in Goldman’s approach to
management?

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Answer
The models of organizational effectiveness
that are evident in Goldman Sachs’s approach
to management are the system resource
approach, the internal processes approach and
the goal approach.

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Answer
The system resource approach focuses on the
extent to which the organization can acquire the
resources it needs and employees are in fact a
resource that is limited and needed in an
organization.

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Answer
In Goldman Sachs’s they primarily focus on this
approach during the recruitment process. The internal
process approach deals with the internal
mechanisms of the organization and operation and
focuses on the employees satisfaction/moral.

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Answer
This approach is evident in Goldman Sachs’s
because they make sure to hire employees with
those hard working values and have integrity in
their work. Finally the goal approach is also
evident in Goldman Sachs’s because they are
careful on who they hire and the employees
they hire are always hungry for more success
and if employees always want more success
they must achieve their goals.
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Case Question - 04
In 2008,citing Goldman as one of the “Top 20
Most Admired Companies” in the United
States, Fortune magazine characterized the
firm’s culture as “an impossible-to-replicate
mix of extreme aggression, deep paranoia,
individual ambition, and robot-like teamwork.”
Judging from our case, how valid do you regard
this characterization?

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If you were a top manager at Goldman, how
would you deal with the apparent conflict
between “individual ambition” and “robot-like
teamwork”?

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Answer
The characterization given to Goldman is in
fact valid in my regard because it is an accurate
description of what the behaviors and culture is
like. Extreme aggression, deep paranoia and
individual ambition are the characteristics of
the employee’s behaviors at Goldman’s.

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Answer
 The employees are goal oriented and are
motivated to do what ever it takes to achieve
their goals and even competing with fellow
employees is encouraged. The employee’s
“deep paranoia’s” and “individual ambitions”
are connected in a way.

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Answer
With and nbsp; “individual ambition” comes
with the paranoia of failure, which is usually
why the employees at Goldman’s tend to be
also characterized as perfectionists.

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