CASE STUDY 1

Simon Jones is the CEO of LJ Building Works Pty Ltd, which constructs offices and other large business complexes. He likes to have detailed updates on the progress being made at the company's building sites and about decisions made by senior managers. He shares very little information with his management team or other staff members. He is considering restructuring the company in the form of a matrix structure, as the business is characterised by boom periods and slumps in demand. Also, he is concerned about declining staff productivity levels and the increasing number of sick leave days being taken by some employees, which is causing delays at building sites.

Q1. Compare the laissez - faire and autocratic management styles, referring to two characteristics of each style in your answer.

Q2. Simon Jones uses an autocratic management style. Recommend and justify a different style of management that Simon Jones could adopt to improve staff morale and productivity at LJ Building Works Pty Ltd.

CASE STUDY 2

In December 2013, Bill Morrow was appointed by the Minister of Communications to become the CEO of the National Broadband Network (NBN) Co. The NBN network is the largest infrastructure project in Australia and is a high-technology venture. Mr Morrow's strategic challenge was to ensure all homes, businesses and communities across Australia have access to high-speed broadband as soon as possible at affordable prices and at least cost to the taxpayer. 

Q1. Many large-scale organisations use a multi-stage planning process to achieve their objectives. Explain how the NBN Co. Would use each of the steps in this process. 

Q2. Define the roles of leading and delegating and explain how their use will contribute to the success of the NBN Co.