1. Sudha was appointed as the principal of a newly established school.  Her role involved setting up the school infrastructure, recruiting staff, developing the curriculum, and establishing financial systems. Once the school was operational, she focused on strategic planning, resource allocation, and performance evaluation. Given the dual roles Sudha played in setting up and running the school, what is the fundamental difference between the functions of management and administration in this context?

2.  Lifelight Insurance Company based in the USA is launching a new insurance product in Japan. The marketing team, based in the US, has developed a campaign linked with universalism and emotional aspects of life through their market research, which was conducted in the US, but it does not seem to give them positive results in Japanese markets. How can Hofstede's cultural dimensions be used to explain the potential cultural barriers to the product launch and how should the marketing strategy be adjusted?

3. Jeebox, a rapidly growing packaged food company, is considering restructuring its organization. The company has expanded its product range to include vegan foods and has also acquired a small regional competitor. The current functional structure, with departments for packaging, marketing, and finance, is facing challenges in coordinating activities across different product lines and managing the newly acquired operations. Answer following questions based on this information.

a. Which factors are likely influencing Jeebox's decision to restructure?

b. Given the company's growth and diversification, what organizational structure might be more suitable, and why?

 

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