Analysis of Managerial Decisions: Medford University

Manager can be defined as a person who fulfilled the elemental managerial functions such as motivating, planning, controlling and organizing. However, manager is a first person who responsible for understanding the process of management. In general, manager is the one who makes decisions and plans on supervises, organises, and control resources, finance, human resources and information of the business. These were defined by Katarzyna Cieslinska(2007). Moreover, the project management was defined by the ‘Project Management Institute’ as the application of skills, knowledge, techniques and tools to meets the requests of the projects and also illustrates high quality projects deliver require service, product and result in time,

The relationship between an organization’s strategy and structure are extremely important because it “directly impacts a firm’s performance” (Rothaermel, 2013, p. 309). Also, as an organization grows, it should reevaluate the current strategy and structure to ensure that it remains the optimal choice for the organization (Rothaermel, 2013). The four types of organizational structures, listed in order of least to most complex according to Rothaermel (2013), are: (1) simple, (2)

Brickley, J.A., Smith, C.W., & Zimmerman, J.L. (2009). Managerial economics and organizational architecture. (5th ed.) New York: McGraw Hil/Irwin.

Since my current job is quite interesting, I will go ahead and do an analysis of my current

Classical organizational theory evolved during the first half of this century. Formal organizational study spans the fields of business administration, economics, political science, statistics, sociology, psychology, and public administration. It represents the merger of scientific management, bureaucratic

Brickley, J., Smith, C. & Zimmerman, J. (2009). Managerial Economics and Organizational Architecture. (5th Ed.). New York, NY. McGraw-Hill and Irwin.

1. The subject, Bagby Company, has a dilemma between a specialized task assignment or broad task assignment. A specialized task entails designating an employee to a specific group of tasks that has a concentration in one functional capacity. In regards to broad task assignment, the worker is given a broader set of task that has variety. Depending upon which set of tasks is chosen, Bagby would have to

3. Purpose. What is the objective of the committee? What is the committee’s mission and desirable outcome?

Daft, Richard L. Organizational Theory and Design: 12th edition. South-Western College Publisher. 24 April 2015

1. Use the decision-making model (page 196) presented in the chapter to map the decisions being made in these situations. Identify how, where, and why different decisions might be made.

When Kodak began making changes to its organizational architecture in 1984, its current architecture did not fit the business environment for the industry. The largest factor that motivated Kodak to make this change was increased competition and decreased market share. Until the early 1980’s, Kodak owned the film production market with very little competition. This suddenly changed when Fuji Corporation and many other generic store brands began producing high quality film as well (Brickley, 2009, p. 358). Another factor in this change was technology advancements. As technology rapidly expanded in the 1980’s, other

Assumptions of Organizational Economics Theory: organizations are superior to markets in managing complex and uncertain economic exchanges because they reduce the cost of transactions; different approaches to organizational economies share a common attention to explaining the emergence and expansion of organizations, hierarchies,

Billy Durant introduced the first vertical integration in a company in the industry. Management decision were faulty as internal competition and duplication were accepted and sometimes even encouraged. Alfred Sloan restructured GM’s structure and strategies were put in line with management processes. Main Strategies were a new marketing policy, internal diversification and a promise to innovation. Management Committee formed and responsible for decisions regarding resource allocation, spending and future planning for GM which continued till 1992. Multi-divisional structure introduced and decentralization was done with coordinated control. Management Policy and the

Garreau, J. (2001, September 12) Shaken global village on the internet. The Washington Post. p. C5.

According to Managerial Economics and Management Decisions by C. M. Birch, Managerial Economics deals with understanding both internal and external factors within Micro- and Macro-economics. A company must be aware of not only their own sustainable capabilities, but also perform environmental scans to detect competitors and economic conditions. In the case of Samsung, many of these global factors played a substantial role in deciding the survivability rate of the company from succeeding or declaring bankruptcy. This paper will serve as a means to understand Samsung’s corporate orientation such as culture, strategy, structure, organizational leadership, ethical programs, and associated risks. In addition, to analyzing past decisions and identify new strategies to improve Samsung’s corporate function.