101) Discuss the importance of and provide at least three examples of the strategic benefits of
real-time information systems.
102) Name the five broad areas that information systems need to cover and explain the
significance of real-time tracking and reporting.
103) Discuss control mechanisms that managers can use to monitor the performance of
empowered employees.
104) The use of incentives and rewards is the single most powerful tool at management’s
disposal to win strong employee commitment to carrying out the strategic plan. True or false?
Explain.
105) Provide three examples of nonmonetary motivation and rewards practices that have the
capability to foster good strategy execution and explain how they act to produce such a result.
106) Why is it unwise to take off the pressure for good performance or play down the adverse
consequences of shortfalls in performance as part of a company’s motivational and reward
scheme for promoting competent strategy execution?
107) Discuss why it is generally undesirable for approaches to motivation, compensation, and
people management to avoid the use of negative consequences or punishment if performance
targets are not achieved or if particular people are habitual underperformers. Does striking a
balance between rewards and punishment generally work better?
108) Steve Maas, owner of Oliver’s Markets, a chain of four regional grocery stores, believes
that attention and energy on what to achieve as opposed to what to do makes the work
environment at Oliver’s Markets results-oriented. To facilitate this effort, Oliver’s Markets has
implemented an employee stock ownership program. Is Steve correct in his approach? Explain
your answer.
109) How has Wegmans created a strategy-supportive reward structure?
110) Suppose you are managing a local golf course. How might you go about developing and
implementing an incentive compensation system that will help drive successful strategy
execution?
111) Why does a company’s budget need to be closely linked to the needs of good strategy
execution? Why might a change in strategy call for budget reallocations?
112) How do well-conceived policies and procedures aid the task of implementing and executing
strategy? Explain how well-conceived policies and procedures facilitate organizational change
and good strategy execution.
113) How does TQM differ from business process reengineering? Explain the value of striving
for continuous improvement in processes and activities.
114) Identify types of support systems that a company can install to support the execution of its
strategy. How important are these systems to the strategy implementation process?
115) Besides financial and other monetary rewards and incentives, what are some nonmonetary
motivation and rewards practices that can foster good strategy execution in an organization?