Analyze three decisions you made over the past six months. Which of these wereprogrammed and which were nonprogrammed? Which model—the classical,administrative, or political—best describes the approach you took to making eachdecision?
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Analyze three decisions you made over the past six months. Which of these were
programmed and which were nonprogrammed? Which model—the classical,
administrative, or political—best describes the approach you took to making each
decision?
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- Jeffrey Moses was facing one of the toughest decisions of his short career as a manager with International Consulting. Andrew Carpenter, one of his best consultants, was clearly in trouble, and his problems were affecting his work. International Consulting designs, installs, and implements complex back-office software systems for companies all over the world. About half the consultants work out of the main office, while the rest, including Carpenter, work primarily from home. This Monday morning, Moses had gotten an irate call from a major New York client saying Carpenter never showed up at the company’s headquarters, where the client had been expecting his new computer system to go live for the first time. In calling around to other customers on the East Coast trying to locate the missing consultant, Moses heard other stories. Carpenter had also missed a few other appointments – all on Monday mornings – but no one had felt the need to report it because he had called to…Management involves the four basic functions. These management activities are interrelated with each other. However, management functions do not usually occur in a tidy, step-by-step fashion. Therefore, among four management functions, discuss with the help of an example that which activity maintain managerial effectiveness by serving as guides for future activities and how? Moreover, do you think this activity help managers know how to allocate their time and resources? If yes, justify your answer with the help of an example.Using Blake and Mouton’s Management Grid, demonstrate in detail how you would rate any four prominent African Presidents highlighting where you would place on the grid explaining the reasoning and basis. In the context of good corporate governance, if you had the privilege to be the presidential advisor to all of these presidents during their term, demonstrate the areas you would seek to help them improve based on how they are rated on the grid.
- After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones.If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress…After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones.If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress…After Hewlett-Packard fired CEO Carly Fiorina, new CEO Mark Hurd found himself in charge of a struggling, dysfunctional corporation. The strategic vision Fiorina had been using to guide the company—“digital, virtual, mobile, personal”— was vague, and no one knew if it was being executed or not. A confusing matrix structure blurred accountability lines and slowed decision making, and the company reward system was so complex that no one knew how performance affected their bonuses. Talented executives were leaving, and H-P was having trouble attracting new ones.If those troubles weren’t enough, H-P was struggling financially. After acquiring Compaq Computers for $19 billion, it cost H-P another $10 billion to integrate the H-P and Compaq systems. The combined company was riddled with pervasive distrust. And when a board member leaked confidential information to the press, the subsequent scandal (involving spying and phone tapping) ended with Hurd having to testify before Congress…
- Managerial decision making is an important process in organizations. For this week discussion, list and discuss any two kinds of decisions that private- and public-sector managers face. What is the problem the manager faces? Who is the decision maker? What is the decision setting or context, and how does it influence managerial objectives of the organization?Discuss the different roles played by the quantitative and qualitative approaches to managerial decision making.Why is it important for a manager or decision maker to have a good understanding of both of these approaches indecision making?Explain whether management is a science or art. Justify your views with the theory postulated by John Harvey-Jones."The diffuculty is that there can never be any single correct solution to any management problem, or any all-embracing system which will carry one through a particular situation or period od time" - john harvey-jones
- What are the implications for a manager of making decisions without considering the components of the management process? When answering you must:to. Explain what the decision-making process consists of.b. Establish the parts that make up the administration process and how these impact the decision making of a manager in an organization.list some possible advantages and disadvantages to using computer technology for managerial decisions making ?which theory says that Managers should make decisions that pay attention to the interests of customers, employees and comminuty? a. Shareholder theory b. Stakeholder theory c. Sociology theory d. Economic theory