MGT101 Saudi Electronic University Managerial Challenges Questions – (WORD format only) – All answered must be typed using Times New Roman (size 12, double

MGT101 Saudi Electronic University Managerial Challenges Questions – (WORD format only) – All answered must be typed using Times New Roman (size 12, double-spaced) font- No matching ratio College of Administrative and Financial Sciences
Assignment 1
Deadline: 12/10/2019 @ 23:59
Course Name:
Student’s Name:
Course Code:
Student’s ID Number:
Semester: I
CRN:
Academic Year: 1440/1441 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade: Marks
Obtained/Out of
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only)
via allocated folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks
may be reduced for poor presentation. This includes filling your
information on the cover page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from
students or other resources without proper referencing will result in ZERO
marks. No exceptions.
• All answered must be typed using Times New Roman (size 12, doublespaced) font. No pictures containing text will be accepted and will be
considered plagiarism).
• Submissions without this cover page will NOT be accepted.
Assignment Question(s):
(Marks 5)
Q1. From a management perspective, do you think Target made any major
mistakes? Explain.
Q2. Which of the four principal managerial functions were exhibited by
CEO Greg Steinhafel?
Q3. Which of the seven managerial challenges discussed in this chapter is
Target facing? How are they handling these challenges?
Q4. What is your evaluation of Steinhafel’s ability to effectively execute the
three key managerial roles—interpersonal, informational, and decisional?
Explain.
Answer:
1.
2.
3.
.
.
Management in Action
Target CEO Works to Regain Consumer Trust
after the Company Was Hacked
Minneapolis Executives settled around a square
table inside a Target Corp. conference room here
earlier this month and munched on store-brand snacks
as they chewed over something far less appetising,
Opinion surveys commissioned by the company
found that the massive cybertheft that waylaid Target
late in 2013 had knocked confidence and trust in the
51-year-old retailer to an all-time low….
Trpel was having trouble shaking the fallout from a
key decision by Chief Executive Gregg Steintafel that
made the crisis appear even worse than it already was.
The initial evidence had indicated that credit and
debit card numbers of about 40 million Target custom-
ers had been stolen. But the retailer had learned later
that the hackers gained access to partial names and
physical or e-mail addresses for as many as 70 million
people a breach that some top executive counseled
against disclosing because it was unclear what kind of
fraud danger it posed
Nevertheless, Mr Steintafel insisted on making the
bigger number public parking news reports that as
many as 110 million Target customers had been affected.
Al the meeting, chief Marketing Officer Jeffrey
Jones groused about the huge number. The public
“keeps hearing that equals one-third of all Americans.”
he said. “That’s hammering
Mr. Steinhalel says he has no regrets about the a
gressive disclosure and other costly decisions in the
wake of the crisis. “Target won’t be defined by the
breach, but how we handle the beach,” he says….
The executives acknowledge the crisis has damaged
the retailer’s bull’s
eye brand, while analysts estimate
it may cost Target billions of dollars. During the holi-
day-shopping sesso, Target’s sales and store traffic
plummeled. Call center volume overwhelmed employ-
ees. Executives testified before congressional panels,
and the company is facing federal and state investiga
tions into how the cybercrime occurred from its store
registers and computer network…
Over the two months since the crisis erupted, Mr.
Steinhafel, 99 years old, has lurched from one difficult
decision to another
At one point, he proposed in a meeting that Target
would provide free credit monitoring and identity theft
insurance for one year to all its customers. Scott
Kennedy, a senior executive, asked: “You’re saying we
will give this to any customer who’s ever been in a
store, but we aren’t checking
Mr. Steinhafel nodded.
“Then we’re offering this to all Americans, Mr.
Kennedy replied.
Target went ahead with that plan.
The breach could wind up costing Taryel, which
notched $73 billion in sales in 2012, a few billion dol-
lars, people familiar with the mattersay….
New chip technology to replace magnetic strips
on credit cards could cost about $100 million, one
executive told Congress Card-monitoring services
for customers could cost tens of millions, according
to one executive. Hundreds of millions of market
ing dollars could be diverted to repairing the brand
In addition, costs are mounting for reissuing cards,
staffing call centers, forensic and data security
units, and lawyers for public inquiries and private
laws…
The CEO, who likes to say “retail is detail is
known intemally for paying surprise visits to Target
stores there are about 1.800 in the U.S. that drew
about 32 million customers a week before the crisis
Store managers say they warm each other to be alert for
a man snooping around the aisles, frequently stacking
from a box of animal crackers….
Recently, Mr. Steintafel says, he stopped a manager
who was reading e-mail on her cellphone as she passed
through Target’s downtown Minneapolis headquarters
“Please be in the present,” he recallstelling her
From November 27, the day before Thanksgiv-
ing, through December 18, Target executives say
shoppers’ payment-card data was captured through
“malware installed in Target’s computer network.
The hackers had entered the network through a
vendor….
The breach got wide publicity. Shoppers clogged
Target phone lines and stores. Some sent tweets and
e-mails that they would never again shop al Target. On
the last weekend before Christmas, the big crowds at
Turgel stores had dwindled.
On December 20, Mr. Jones, the chief marketing
offices, urged Mr. Steinhafel to appear in a video on
Target’s website. The CEO was reluctant. He didn’t
have a script and was exhausted.
With a camera rolling, Target’s public relations
chief, Dustee Jenkins, asked him questions. Mr.
Steinhafel, clad in Target’s trademark red shirt and
khakis store attire, thanked customers for their trust.
provided tips to monitor their accounts, and prom-
ised zero liability to shoppers for any fraudulent
charges.
ME Steinhafel began holding twice-daily “status
meetings” in a 32nd floor conference room…
Farly this month. perumpled by the Target data
breach Congress held hearings on cyberattacks. As
Mr. Mulligan, the CFO, made his appearances, ML
Steinhafel and his executive team watched from the
company’s situation room.”
The Exceptional Manager CHAPTER
IT
A Secret Service official testified that the data beach
was highly technical and sophisticated, prompting Me
Steintalelio remur: “That shows it’s not just our opera-
tion. It would be hard for any retailer to withstand this
At a daily status meeting early this month. Mr.
Steinhafel pushed to accelerate to early next year
the timeline for Target to replace magnetic strips on
its payment cards with a new chip technology
widely used in Europe and Canada that is less
vulnerable to fraud.
(4D 1777
9:01 ?
mobily li..
MGT101.pdf
Management in Action
??
Target CEO Works to Regain Consumer Trust
after the Company Was Hacked
Minneapolis-Executives settled around a square
table inside a Target Corp. conference room here
earlier this month and munched on store-brand snacks
as they chewed over something far less appetizing.
Opinion surveys commissioned by the company
found that the massive cybertheft that waylaid Target
late [in 2013) had knocked confidence and trust in the
51-year-old retailer to an all-time low…
Target was having trouble shaking the fallout from a
key decision by Chief Executive Gregg Steinhafel that
made the crisis appear even worse than it already was.
The initial evidence had indicated that credit and
debit card numbers of about 40 million Target custom-
ers had been stolen. But the retailer had leamed later
that the hackers gained access to partial names and
physical or e-mail addresses for as many as 70 million
people-a breach that some top executives counseled
against disclosing because it was unclear what kind of
fraud danger it posed.
Nevertheless, Mr. Steinhafel insisted on making the
bigger number public
“ws reports that as
many as 110 million Target customers had been affected.
At the meeting, Chief Marketing Officer Jeffrey
Jones groused about the huge number. The public
“keeps hearing that equals one-third of all Americans.”
he said. “That’s hammering us.”
Mr. Steinhafel says he has no regrets about the ag-
gressive disclosure and other costly decisions in the
wake of the crisis. “Target won’t be defined by the
breach, but how we handle the breach,” he says….
The executives acknowledge the crisis has damaged
the retailer’s bull’s-eye brand, while analysts estimate
it may cost Target billions of dollars. During the holi-
day-shopping season. Target’s sales and store traffic
plummeted. Call-center volume overwhelmed employ-
ees. Executives testified before congressional panels,
and the company is facing federal and state investiga-
tions into how the cybercrime occurred from its store
registers and computer network….
Over the two months since the crisis erupted, Mr.
Steinhafel, 59 years old, has lurched from one difficult
decision to another.
At one point, he proposed in a meeting that Target
would provide free credit monitoring and identity-theft
insurance for one year to all its customers. Scott
Kennedy, a senior executive, asked: “You’re saying we
will give this to any customer who’s ever been in a
Store, but we aren’t checking?
Mr. Steinhafel nodded.
“Then we’re offering this to all Americans,” Mr.
Kennedy replied
Target went ahead with that plan.
The breach could wind up costing Target, which
notched $73 billion in sales in 2012, a few billion dol-
lars, people familiar with the matter say….
New chip technology to replace magnetic strips
on credit cards could cost about $100 million, one
executive told Congress Card-monitoring services
for customers could cost tens of millions, according
to one executive Hundreds of millions of market-
ing dollars could be diverted to repairing the brand.
In addition, costs are mounting for reissuing cards,
staffing call centers, forensic and data-security
units, and lawyers for public inquiries and private
lawsuits.
The CEO, who likes to say “retail is detail.” is
known internally for paying surprise visits to Target
stores–there are about 1.800 in the U.S. that drew
about 32 million customers a week before the crisis.
Store managers say they warn each other to be alert for
a man snooping around the aisles, frequently snacking
from a box of animal crackers….
Recently, Mr. Steinhafel says, he stopped a manager
who was reading e-mail on her cellphone as she passed
thro Target’s downtown Minneapolis headquarte
“Please be in the present.” he recalls telling her….
From November 27, the day before Thanksgiv-
ing, through December 18, Target executives say,
shoppers payment-card data was captured through
“malware” installed in Target’s computer network,
The hackers had entered the network through a
vendor…
The breach got wide publicity. Shoppers clogged
Target phone lines and stores. Some sent tweets and
e-mails that they would never again shop at Target. On
the last weekend before Christmas, the big crowds at
Target stores had dwindled.
On December 20. Mr. Jones, the chief marketing
officer, urged Mr. Steinhafel to appear in a video on
Target’s website. The CEO was reluctant. He didn’t
have a script and was exhausted.
With a camera rolling, Target’s public-relations
chief, Dustee Jenkins, asked him questions. Mr.
Steinhafel, clad in Target’s trademark red shirt and
khakis store attire, thanked customers for their trust,
provided tips to monitor their accounts, and prom-
ised zero liability to shoppers for any fraudulent
charges.
Mr. Steinhafel began holding twice-daily “status
meetings” in a 32nd floor conference room….
Early this month, prompted by the Target data
breach, Congress held hearings on cyberattacks. As
Mr. Mulligan, the CFO, made his appearances, Mr.
Steinhafel and his executive team watched from the
company’s situation room.”
The Exceptional Manager
CHAPTER 1
37
A Secret Service official testified that the data breach
was “highly technical and sophisticated.” prompting Mr.
Steinhafel to remark: “That shows it’s not just our opera-
tion. It would be hard for any retailer to withstand this.”
At a daily status meeting early this month, Mr.
Steinhafel pushed to accelerate to carly next year
the timeline for Target to replace magnetic strips on
its payment cards with a new chip technology
widely used in Europe and Canada that is less
vulnerable to fraud,
2. Which of the four principal managerial functions
were exhibited by CEO Greg Steinhafel?
3. Which of the seven manngerial challenges discussed
in this chapter is Target facing? How are they han-
dling these challenges?
4. What is your evaluation of Steinharel’s ability to ef-
fectively execute the three key managerial roles
interpersonal informational, and decisional? Explain.
5. If you were a consultant to Target. what advice
would you give to senior management about han-
dling a crisis like this? Discuss.
Source: Eccerpted from Monica Langley, “Inside Target, CEO
Struggles to Regain Shoppers Trust The Wall Street Journal,
February 19, 2014. pp AI, AIO
FOR DISCUSSION
1. From a management perspective, do you think Target
made any major mistakes? Explain.

Purchase answer to see full
attachment

Don't use plagiarized sources. Get Your Custom Essay on
MGT101 Saudi Electronic University Managerial Challenges Questions – (WORD format only) – All answered must be typed using Times New Roman (size 12, double
Just from $13/Page
Order Essay
Homework On Time
Calculate the Price of your PAPER Now
Pages (550 words)
Approximate price: -

Why Choose Us

Top quality papers

We always make sure that writers follow all your instructions precisely. You can choose your academic level: high school, college/university or professional, and we will assign a writer who has a respective degree.

Professional academic writers

We have hired a team of professional writers experienced in academic and business writing. Most of them are native speakers and PhD holders able to take care of any assignment you need help with.

Free revisions

If you feel that we missed something, send the order for a free revision. You will have 10 days to send the order for revision after you receive the final paper. You can either do it on your own after signing in to your personal account or by contacting our support.

On-time delivery

All papers are always delivered on time. In case we need more time to master your paper, we may contact you regarding the deadline extension. In case you cannot provide us with more time, a 100% refund is guaranteed.

Original & confidential

We use several checkers to make sure that all papers you receive are plagiarism-free. Our editors carefully go through all in-text citations. We also promise full confidentiality in all our services.

24/7 Customer Support

Our support agents are available 24 hours a day 7 days a week and committed to providing you with the best customer experience. Get in touch whenever you need any assistance.

Try it now!

Calculate the price of your order

Total price:
$0.00

How it works?

Follow these simple steps to get your paper done

Place your order

Fill in the order form and provide all details of your assignment.

Proceed with the payment

Choose the payment system that suits you most.

Receive the final file

Once your paper is ready, we will email it to you.

Our Services

No need to work on your paper at night. Sleep tight, we will cover your back. We offer all kinds of writing services.

Essays

Essay Writing Service

You are welcome to choose your academic level and the type of your paper. Our academic experts will gladly help you with essays, case studies, research papers and other assignments.

Admissions

Admission help & business writing

You can be positive that we will be here 24/7 to help you get accepted to the Master’s program at the TOP-universities or help you get a well-paid position.

Reviews

Editing your paper

Our academic writers and editors will help you submit a well-structured and organized paper just on time. We will ensure that your final paper is of the highest quality and absolutely free of mistakes.

Reviews

Revising your paper

Our academic writers and editors will help you with unlimited number of revisions in case you need any customization of your academic papers