Abstract This paper look at strategic management and how it encompasses a range of different models, tools and techniques. It debates whether it is acceptable to view the content of strategic management as a myth, serving only a sense of purpose to decisionmakers and whether there is a linear relationship between the criteria of a myth and the comfortable concepts of strategic management. It examines how strategy management is a combination of evolution and revolution and how the boundaries of the topic are as generic as the subject matter.
From the Paper "The irony of culture is that as soon as an organisation decides to become the market leaders rather than followers, all interest in culture becomes irrelevant. This is because a decision has been made to divorce the past in order to invent the future. This alone has permitted the development of a series of comfortable myths suggesting that it is possible to change without having to change business activities. The limitation and risks surrounding culture leads to the tempting question of who needs culture anyway. To alternative writers (Chaharbaghi and Newman 1998)10 culture is a convenient cover for when the chosen strategy is to follow someone else because the ability to innovate in the market has been lost. Therefore the view that culture is a useful analytical concept is entirely mythical, as it exists in a philosophical void, like the views of Mintzberg and Porter, and that it is not possible to neither predict nor manage the process. "
Abstract This paper explains that the registered nurse RN acts as the guide and definer of a patent's treatment, in absence of the physician; whereas, the licensed practical nurse LPN assists the registered nurse in observing the patient and administering the treatment under the supervision of the registered nurse. The author points out that, unlike the LPN, the RN is registered with a professional organization and must obey the organization's ethical codes and legal strictures and must maintain certain levels of competency to comply with evolving standards. The paper relates that the RN has a unique responsibility to manage a patient's long-term treatment; thus, unlike an LPN, an RN can act as a director and a decision-maker in the home healthcare environment as well as an observer, advisor and caregiver.
From the Paper "The RN can aid the physican in the diagnosis of the patient, remit specific orders about how the patient's treatment, medication, and care ought to progress according to the goals set at the onset of the treatment, and make decisions regarding patient care that alters such goals and treatment, provided these decisions are vetted by the physican responsible for the patient in the home healthcare setting. The RN can manage the care given by other nurses, such as the LPN and RNs possessing less seniority and advanced expertise and education in the caregiving setting."
Abstract This paper explains that a decision-making model helps a decisionmaker to structure the process by which he or she makes a decision; a good funeral director must be prepared with a number of models to help him or her make appropriate judgments in difficult situations. The author points out that conflict is the root of most decision-making difficulties, and there will always be conflicting factual and emotional evidence in any decision one is faced with on the job. The paper relates that the organizational model decision-making construct allows the funeral director access to the most accurate cause and effectual information; thereby, consulting the individual's will or other instruction regarding the deceased's desires and then negotiating between the participants involved by applying a flow approach to the decision using the steps of framing, deciding, communicating, implementing, and evaluating.
From the Paper "When making a decision in the real world, it's a common and popular method to diffuse conflict by saying, 'oh, it's not a matter of life and death.' However, when a funeral director is making decisions regarding the most appropriate methods for his or her actions on a daily basis, or in a difficult situation at a funeral home, it is a matter of life and death. It is a matter of death because of the nature of the subject matter of the profession. It is a matter of life for the dead person's loved ones and relatives. The deceased and the living both have needs and wishes that are at stake, regarding the final obsequies for the individual who has passed on."
Abstract This paper discusses the process of decision-making for those in management positions. It discusses the need for the manager to identify the possible risks and create solutions as a way to avoid or manage those risks. It also describes the characteristics of managerial decisions that contribute to the difficulty and stress of the decision-making process. The paper then analyzes the differences between programmed decisions and non-programmed decisions when dealing with the structure of a decision. Finally, the paper details the six-stage process that decisionmakers can follow.
From the Paper "For management to arrive at a correct conclusion to a decision, more than an idea must arise. Good managers know what is ahead of them when a decision is to be made. Most decisions lack structure and involve risk, uncertainty, and conflict. Some will be programmed decisions, which involve a process to find a positive conclusion. Non-programmed decisions test the ability of the manager or the decision maker. Decision making is something that managers face on a daily basis. The decision making process should be used when ever there is a decision to be made, big or small. With many barriers to entry, this process can be tedious and exhausting. But in the end the great managers will emerge showing their skills and talents."
Abstract The paper offers recommendations to banks as it pertains to decision-making issues associated with the needs of customers, employees and the overall health and performance of the bank. The paper advises strategies on the bank's competition, risks, consumer needs, technologies, the mindset of decisionmakers and the concept of situational awareness.
Outline:
Introduction
Decision-Making and the Banking Industry
Ethics, Human resources and Communicative rules
Research the Competition
Appropriate Evaluation of Risks
Time frames and Decision making
Technology and Decision Making
The Mindset and Decision Making
Situational Awareness
Summary and Conclusion
From the Paper "You do not have to watch the nightly news to know that the banking industry has experienced a great deal of turmoil over the past year. One of the primary reasons for this problem is the mortgage crisis and the subsequent credit crunch that has followed. Banks all over the country are reeling from missteps that were taken in the housing market which are now affecting many different aspects of banking.
"For the most part, a great deal of the problems that are now present in the banking industry could have been avoided had better decision making taken place. For instance banks should have insisted that new homers be able to verify income, prove credit worthiness and make down payments on their homes. Banks and other financial institutions such as mortgage lenders were irresponsible in their lending practices and now there is a tremendous price that is being paid for their irresponsibility."
Abstract One of the key aspects to being a good manager is being a good decisionmaker and a good facilitator of decision making between others. However, although this statement may seem to be a cliche, like so many cliches about demonstrating strong leadership and business acumen, it bears a certain level of scrutiny when put into real world terms. This paper asks what happens when one must negotiate and mediate in the real world. It shows that, in these cases, there are two dominant paradigms every business manager must take into consideration, namely, what is economically feasible and good business sense, and what is ethically coherent with the company's philosophy and American law. This paper applies two available decision making models that satisfy both of these aspects, the rational actor decision-making model and the organizational processes decision-making model.
From the Paper "In other words, quite often decision making in the work force cannot presume that all conflicts have a rational basis, or that all mediate decisions made thusly can simply regard the quantitative and qualitative data that may be at the roots of a particular conflict. Decisions may ideally come from identifying relevant criteria, cause and effect beliefs, and different evaluations of proposed alternatives. However, if even from a purely rational basis conflict may result in all three areas, when conflicts in the workplace assume because of long-standing tensions, human resource management becomes even more difficult in achieving decisions that are mutually amicable for all parties."
Abstract This paper reviews the importance of modeling in policy analysis and the use of decision tree analysis. It looks at the tools available to help policy makers. The writer uses the example of Firestone tires on the Ford Explorer sports utility vehicles as an application of decision trees in decision analysis.
From the Paper "There is a large variety of tools available to help decision-makers. This paper focuses on one of these tools decision tree analysis. The consideration of the decision tree decision analysis tool begins with are view of the ..."
Abstract This paper discusses the importance of ethics in the managerial decision making process. In the competitive corporate world of today, it is extremely important for companies to base their decisions on ethically accurate and morally sound principles. Since managers are the decisionmakers in the firms, the responsibility of incorporating ethics into everyday decisions lies with them, and, therefore, they play a key role in weaving ethics and morals into the company's fabric.
Abstract The paper discusses how William S. Stavropoulos has managed to reorganize the leadership and decision-making structure of Dow Chemicals during his time as CEO. The paper explains why Stavropoulos has been considered an effective leader and decision-maker. The paper explores his belief that vertical leadership and shared leadership are positively associated and that they are not mutually exclusive. Stavropoulos believes that one person can no longer be expected to fully grasp all of the intricacies that enter into the decision-making process. The paper discusses leadership in general and explains that it is a deferral of the decision-making process from a group to an individual. The paper also looks at the two main ways in which shared leadership can be developed.
From the Paper "Leadership, in many respects, is a deferral of the decision making process from a group to an individual. This can make the process far more efficient, but it also runs the risk of reaching the wrong conclusions. The military, for example, requires the most expedient form of decision-making--indecision can cost lives. Therefore, for ages humans have endorsed the practice of assigning military rank; a system where orders are to be followed without question and without hesitation. However, people are not machines."
Tags: shared, vertical, Dow, Chemicals, individual, group
Abstract This paper reviews the different methods of taking a decision in business, with special focus on force field analysis and the advantages and disadvantages of this method. The force field analysis method understands the positives and the negatives of taking a decision.
From the Paper "This may mean that the cost of building a road would generally involve only the cost of materials and labor in building the road, and the benefits would consider the improvements that would occur in transportation. In general, it would not consider the environmental damage, or the benefits that easier travel would provide. To be more accurate in the evaluation of a road, and its cost and benefits, it would be better to decide financial benefits of these factors which are often intangible in nature. The values to be put on them may also differ on the individual who is doing the evaluation. (Cost/Benefit Analysis-Evaluating Quantitatively Whether to Follow a Course of Action) At the same time, these values may also change over time, and certain factors which are not so important today, may become more important after ten or fifteen years. Then the analysis would also involve the force fields for the decision, and would probably become a force field analysis."
Abstract The paper compares the 9 step model to the decision tree in terms of advantages and disadvantages, as well as the approach to problems presented. The paper defines what the decision tree is and looks at how, in terms of a managerial or work-related decisions, the decision trees are useful. The decision trees clearly state out different courses of action, as related to different variables and restraints that may appear. The paper looks at the advantages of using a decision tree when making a decision. By comparing the two different models, the paper concludes that the decision tree is actually part of the 9 step model as the 9 step model is more complete in its approach.
From the Paper "The decision tree starts with listing the decision that needs to be made , listed at the top of the tree. Each possible solution that can be adopted depending on different variables will form different branches of the decision tree. Each branch may carry its own ramifications, if, for example, each solution brings about new conditional variables (for example, an organization may have to decide on either launching a new product or consolidating the existing one, but launching a new product can be done either through innovation or through purchasing an existing line from a competitor). Each of the branches will have a measurable outcome, evaluated in term of cost, profitability, increase in market share etc. Each outcome will have attached an estimated probability that it will happen. Multiplying the probability with the outcome value for each node will allow us to have, in the end, a final score for each of the possible decisions and numerically evaluate the options."
Abstract This paper considers how empowerment and participative decision making improves the decision making process within organizations. It looks at downsizing efforts that empower workers and the benefits to the organization of participative decision making.
From the Paper "In recent years groups have become increasingly important in the American workplace as companies move toward fewer managers, more empowered workers and away from hierarchical organizational structures ..."
Tags:decision making, participative decision making, group decision making, empowerment
Abstract This study investigates the decision process of consumers purchasing property in Spain. The paper focuses on the underlying reasons for purchasing a property in Spain, the methods used by the purchaser to gather information and the overall satisfaction with the purchase process. The paper links a report about current theories on consumer purchasing behaviour to the purchase of property abroad.
The investigation reveals a clear link between the level of satisfaction of the purchase process and the level of information and advice sought. The paper includes flow charts, tables, and graphs. It also appends the questionnaire used in the research and data analysis pages.
Outline:
Abstract
Contents
List of Tables
List of Figures
List of Appendices
Acknowledgements
1. Introduction
1.1 Aspects and Foundation of the Research
1.2 Aim of the Research
1.3 Objectives of the Research
1.4 Hypothesis
2. Literature Review
2.1 Consumer Behaviour
2.2 The Consumer Decision Process
2.3 Problem Recognition
2.4 Information Search
2.4.1 Do Consumers Always Search Rationally?
2.4.2 Determinants of Information Search
2.4.3 Type of search
2.4.4 Evaluation of Alternatives
2.5 The Decision 2.5.1 Affect Referral Rules
2.5.2 Non Compensatory Decision Rules
2.5.3The Lexicographic Rule
2.5.4 Compensatory Decision Rules
2.5.5 Modified Rules for Research
3. Methodology
3.1 Methodology in Similar Research
3.2 Research Approach
3.3 Research Strategy
3.4 Method
3.4.1 Channels of Distribution
3.4.2 Ethics
3.4.3 Data Collection and Analysis
3.4.4 CHI-Square Test
3.4.5 Elements of Bias
3.4.6 Sampling
3.4.7 Pilot Study
3.4.8 Research Constraints
3.4.9 Response Rate
3.4.10 Variables
3.5 Null Hypothesis
4. Results
4.1 CHI Square Test
4.2 Data Interpretation
4.3 Summary of Key Findings
5. Discussion
5.1 Pre Purchase Process
5.1.1 Information Search
5.2 Purchase Process
5.3 Post Purchase Process
5.3.1 Consumer Behaviour Models
5.4 Consumer Profile
6. Conclusion
7. Recommendations and Further Research
8. References
9. Appendices
10. Glossary
From the Paper "Nicosia proposed a model that concentrated on the buying decision for a new product (illustrated in figure 2). The first stage of the model concentrated on the marketers' attempts to communicate with the consumer and the consumer's predisposition to act in a certain way. The scope of this research did not allow for the exploration of marketers' communication methods. However, the second stage of the model involved the consumer in a search evaluation process, which is influenced by attitudes. This follows a similar process to the Andreason model but it allowed the consumer to evaluate the process."
Abstract This essay explores the emotions and feelings in the decision making process. It does this by first defining what is meant by the decision making process. It then looks at emotions and feelings in consumer psychology, relating how this impacts on the decision-making process. The essay also views the role of these emotions and feelings in the decision-making process in the South African context, and discusses various ways in which emotions and feelings can be used in a marketing strategy to enhance marketing communication (i.e.: the combination of advertising, the sales force, public relations, packaging and any other technique in which that the company provides itself and its products) and a company's total product (i.e.: the entire set of characteristics involved in the marketing strategy).
From the Paper "The most perverse and influential assumption in consumer behavior research is that a decision making process precedes purchases (ie: that the consumer goes through a complex process of deciding what and where to purchase, before the actual purchasing itself). Many definitions of the decision making process exist, but most agree that two or more actions occur within it and, therefore, choice must occur. In addition, individual consumer's "evaluative criteria" facilitate the forecasting of each alternative's consequences for the consumer's goals or objectives. Further, the chosen alternative is determined by an evaluative procedure, and information sought from external sources or retrieved from memory is processed in the application of this evaluation process (Olshavsky & Granbois, 1991). Interestingly, there is evidence that a significant proportion of purchases may not be preceded by a decision process, and that for many purchases, a decision process never occurs."
Abstract This paper is on group decisions in communicating. Group decision communicating often consists of orientation, conflict, emergence, and reinforcement. Decision-emergence theory is an explanation of the complex communication process that groups go through in doing any projects. These steps often make or break the group.
