Video Case 1: Original Penguin Becomes a Learning Organization
Questions:
1. As the organization has grown from just three employees, Chris Kolbe has had to delegate more decisions to others. How important is this transition to Original Penguin’s success as a learning organization? Explain.
- It is important to delegate more decisions to others because the free flow of information is the key to the rejuvenation of Original Penguin. This is to make sure that communication with the team is at its highest peak; thus, it must be clear to every employee the goals and needs of the company.

2. Do you think Kolbe views knowledge among his employees as an important resource? Why or why not?
- Yes, because Kolbe relies on the collaboration and communication among his team members. Kolbe firmly believes in empowering employees with freedom and resources to initiate their own ideas, make their own decisions, and perform their best. Kolbe also stated that “If you have a team, you have to give ownership of what they do.” He views knowledge among his employees as an important resource because he makes them feel comfortable and secure and make them feel that he wanted them.

3. What steps might Original Penguin as a company take ensure the satisfaction of its employees?
- The company must give credits to the accomplishments of the employees by acknowledging their efforts and by giving them rewards or something. The free flow of ideas must still be there and respect and treat everyone as they wish to be treated. Communication with one another must remain intact to ensure that the employees are satisfied with what they do, and making sure that they still have the same goal/s for the success of the company.

Video Case 2: Lonely Planet Travels the World
Questions:
1. Identify at least three ways that Lonely Planet can benefit from the use of technology around the world.
-With the use of technology, an image representing a specific books or series of Lonely Planet can be easily transmitted: * Among Lonely Planet offices. * To travel industry professionals. * And to the home computers of consumers.

2. Why is a global presence particularly important for Lonely Planet?
- Lonely Planet is a travel publisher, so global presence is important because its writers, photographers, and marketers span the globe on a regular basis in search of the best destinations for their customers to explore.

3. Describe at least two personal challenges that Howard Ralley faces as a manager. * The immediate changes of environment in a global scale. So when discussing a particular project, Ralley together with his staff considers the features of the destination, the characteristics of its culture, and the needs of the traveller as they relate to the location. * Strive to achieve consistency in the message they convey to consumers and other members of the travel industry. Ralley emphasizes the importance of conveying a unique message about Lonely Planet to distinguish the publisher from its competitor.

Video Case 3: The Message is in the Bag
Questions:
1. Does Timbuk2 emphasize all three types of planning: strategic, tactical, and operational?
- Yes.

2. What aspects of the planning process did you observe in this review of Timbuk2?
Strategic: Timbuk2 strategically plans for achieving growth, improving productivity and profitability and boosting in return on investments are all part of the goals or desired future of the company. Timbuk2 creates compatible plans which are aligned with those objectives.

Tactical: With the goals that they have, Timbuk2 has managed to offer a variety of bags for a variety of needs of the consumers. Like for example water-resistant yoga bag, laptop computer bags for commuters who want to blend durability with style and more.

Operational: Operational planning activities for Timbuk2 is by building a website wherein consumers can visit and build customized professional bags they desire. Timbuk2 uses outgoing plans in which they created with the intent to be used several times and undergo changes when necessary.

3. Using what you about Timbuk2, write a brief mission statement for the organization.
- “To bring a new and stylish product to the market while remaining true to the company’s heritage”

Video Case 4: Make the Swirl as Famous as the Swoosh
Questions:
1. How would you describe Timbuk2’s corporate strategy? Business-level strategy? Why?
- Timbuk2’s corporate and business-level strategy is somewhat risky but if they make sure that that each of these strategies is being implemented effectively then the use of these strategies will be an extensive and durable strategy to the company.

2. How would you define Timbuk2’s core competency?
- Timbuk2’s core competency has to do with the quality of their products by making very durable messenger bags. And also with the consistency with the image of Timbuk2 brand which was built and grown by people who were into delivery bike, a.k.a. Messengers.

3. Identify one strength, weakness, opportunities, and threat for Timbuk2.
Strength: The consistency of the image of their product.
Weakness: They only had one product to offer to a narrow market.
Opportunities: Increasing and broadening the product line to reach into new markets.
Threats: Competitors; Companies who are offering the same products.

Video Case 5: Lonely Planet: Structure that Makes Sense
Questions:
1. In what ways is Lonely Planet decentralized? In what ways is it centralized?
Decentralized: Each of Lonely Planet office is responsible for all sales and marketing efforts for its own region to address culture and other environment differences. The organization gives the individual offices more flexibility in directing marketing messages to specific audiences and ensures that workers in each office know their region thoroughly.

Centralized: Though regional offices may commission books for their area, the headquarters in Australia produces all of the books. This centralization streamlines the production process, reduces costs by keeping cartographers and designers under one roof. 2. Does Lonely Planet have a tall structure or a flat structure? Explain briefly.
- Lonely Planet has a wide span in 4 countries and 3 continents. It also has very few hierarchical layers: 400 workers, 150 authors, Tony and Maureen Wheeler as president. Lonely Planet has a flat organizational structure and creative highly motivated individuals to respond to changing environment. It takes advantage of sharing in organizational culture, more effective and simpler communication processes. It improves customer relation management through more personal contract and quicker personal making, also matches the need of the knowledge workers to have more responsibility and authority.

3. In what ways does Lonely Planet achieved horizontal coordination across departments or offices?
- Lonely Planet applies reengineering approach to cut horizontally across the company and involve teams of employees working to give value directly to customers. With the help of internet, all the employees on a particular process have easy access to one another so they can easily communicate and coordinate their efforts, provide value directly to customers and share knowledge. By using this way, Lonely Planet achieves horizontal coordination across departments or offices.

Video Case 6: Diversity at PepsiCo
Questions:
1. Why is it important for upper-level managers at PepsiCo to receive diversity and inclusion training?
- It is important because PepsiCo believe that nurturing diversity in the organization is not only a matter of responsible ethics but also good business. Because PepsiCo offers products to such a diverse array of customers, it makes sense for the Pepsi workforce to mirror the market. PepsiCo also believes that diversity can be harnessed as a powerful tool for growth even during turbulent times. More than coming up with an idea for a new chip, diversity brings groups of people who can work to meet the needs of consumers.

2. Do you think that PepsiCo’s encouragement of employee networks actually works against diversity and the formation of multicultural teams? Why or why not?
- Yes, because it gives employees opportunities for support and mentoring as they develop their careers at PepsiCo. And basing on the success of PepsiCo now, I can say that the employee networks that they build are truly effective. As a result, the success of the company also reflects on how the management deal with their people.

Video Case 7: PepsiCo Puts People First
Questions:
1. In what ways could Darryl Claiborne be considered an employee champion?
- In the context presented, Claiborne has excellent people skill. He knows how to listen and address his people needs in achieving common goal. He drives employees’ satisfaction, commitment and engagement by communicating regularly to his reps, checking with them on how well they are doing and where they need help.

2. Why is this important to PepsiCo’s efforts to build human capital?
- PepsiCo upholds that the greatest assets of a service organisation are its human resources and that one of the most vital and essential tasks of management is to motivate that resource in order to maximise its performance and achieve corporate success. The company built strategic ways to retain employees, drives satisfaction and commitment.

3. In essence, Daryl Claiborne engages in on-the-job training as he communicates with and accompanies his reps on their sales rounds. How is this an important part of their effectiveness as a workforce?
- It is very important because it can motivate employees to work effectively and efficiently. As an employee, we feel the need to be recognized and feel secure as part of the company.