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1. Describe and explain how the conditions, under which decisions are made, have changed for managers in the last 30 years. Are more decisions today likely to be programmed or non-programmed? Explain your answer with appropriate examples.
2. For the three companies listed below, find the statements of ethics/social responsibility and conduct published by them. Compare and contrast the statements of ethics and social responsibility of the three companies. According to you which of the three statements is the most ideal one? Give reasons to support your selection. Draw up an ideal statement of ethical and socially responsible business practices for an organization of your choosing. Why do you think your statement is ideal? Substantiate your views by providing relevant examples.
Starbucks Coffee (see http://starbucks.co.uk/en-GB/_Social+Responsibility)
Johnson & Johnson (see http://www.jnj.com/our_company/fast_facts/social_and_environmental_responsibility.htm)
Ben and Jerry's Ice Cream (see http://www.benjerry.com)
3. In an ideal scenario, if a company has laid out the organizational objectives very clearly and has clear strategies for achieving those objectives, there is no need to identify the controls and implement them in carrying out the strategies. Do you agree with this statement? Give reasons and examples to support your views.
4. Why is benchmarking an important component of total quality management (TQM) programs? Do you believe a company could have a successful TQM program without using benchmarking?© BrainMass Inc. brainmass.com July 19, 2018, 6:55 pm ad1c9bdddf
The solution below to these management questions involves many instances of comparing and contrasting processes or policies. Some examples of decision making for managers today and in the past are provided.
In terms of social responsibility, organizations can take very different approaches, which can all result in having a more positive impact on society. The social responsibility statements of three different organizations are compared and contrasted, to get a view of these different approaches.
The remainder of the solution involves addressing the necessity for controls in any organization. One example addresses the need for controls in a newly developed strategic plan, while the other addresses the need for Benchmarking as a control mechanism in total quality management.
Managerial Decision Making
The conditions under which decisions are made on the managerial level today are similar in
some ways and in other ways, very different. Hiring decisions are typically much lengthier processes
that they were 30 years ago, when hiring decisions were made either on the spot or the next day.
In previous decades, methods for analyzing data were not as advanced or highly developed. Managers
made decisions on current information they had access to. However, the information available to
managers today is much more inclusive and can provide in depth industry or market statistics. Whether
this makes decision making tougher or much easier is debatable. One thing is certain. Having more
data to analyze or lengthier reports to review may make decision making a much lengthier process,
when the decision involves processes or measures to increase revenue. Phillip Knight of Nike is an
example of a manager who delegates decision making to others. Many organizations today have moved
to this type of hierarchy, where lower level managers and professionals are given plenty of say in the
decision making process.
The solution provides a comparison evaluation, of how managerial decision making has changed over the past several decades.