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Strategic Decision Making

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Have you been personally involved in the making of a decision for a business concerning what, how, or for whom? If yes, explain your rationale for making such decisions. Were these decisions guided by the market process, the command process, or the traditional process? Explain.

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The response address the queries posted in 998 words with references.
//Before writing for this query, we must be aware about the process of decision making. Along with this, we are required to write your experience on business decision making and had this decision been influenced by market process, command process or traditional process. I am going to assist you on this topic on the basis of my experience which would help to satisfy the query. See the text below: //

Strategic Decision Making

To make a choice regarding the courses of action to be adopted is strategic decision-making. Strategic decision-making forms the core of strategic management. Strategic decision-making leads to the formation of strategies. Strategic decision-making is a complex process so one should consider different dimensions of the decision-making:
Decision-making for a business

A clear business definition is helpful for strategic management in many ways. It can indicate the choice of objectives; help in exercising a choice among different strategic alternatives, facilitate functional policy implementation and suggest appropriate organizational structure. The most important function of any manager is decision-making regarding the success of the business.
Business can be defined along with the three dimensions.
Customer Functions

Customer Groups Alternative Technologies

As an assistant manager, in Modi Xerox business, I was involved in decision-making at SBU level. The goal of the firm is to maximize its profits up to 20%, and the strategy towards the attainment of this objective was expansion strategy. To increase sales, ...

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Organizational Structure and the Decision-Making Process

See the attached file.
Q 1. What is the relationship between organizational structure and the decision-making process? Provide examples. Document your ideas with Peer Reviewed articles that you have read.

Please use this as a reference with one quote from the article:

Fredrickson, J. W. (1986). The Strategic Decision Process and Organizational Structure. Academy Of Management Review, 11(2), 280-297. doi:10.5465/AMR.1986.4283101

Q 2 Provide examples of when an organization would consider organizational change. (Exhibit 8-10 Ch. 8, see below) What challenges to cultural awareness might you encounter when attempting to drive organizational change? Document your ideas with Peer Reviewed articles(articles) that you have read.

EXHIBIT 8-10 When Is Change Needed?40(below)
? A change in the size of the corporation?due to growth, consolidation, or reduction
? A change in key individuals?which may alter management objectives, interests,
and abilities
? A failure to meet goals, capitalize on opportunities, or be innovative
? An inability to get things done on time
? A consistently overworked top management that spends excessive hours on the job
? A belief that costs are extravagant or that budgets are not being met
? Morale problems
? Lengthy hierarchies that inhibit the exercise of strategic control
? Planning that has become increasingly staff-driven and is thus divorced from line
management
? Innovation that is stifled by too much administration and monitoring of details
? Uniform solutions that are applied to nonuniform situations. The extreme opposite of this
condition?when things that should or could function in a routine manner do not?should
also be heeded as a warning. In other words, management by exception has replaced
standard operating procedures
The following are a few specific indicators of international organizational malaise:
? A shift in the operational scope?perhaps from directing export activities to controlling
overseas manufacturing and marketing units, a change in the size of operations on a
country, regional, or worldwide basis, or failure of foreign operations to grow in
accordance with plans and expectations.
? Clashes among divisions, subsidiaries, or individuals over territories or customers in
the field
? Divisive conflicts between overseas units and domestic division staff or corporate staff
? Instances wherein centralization leads to a flood of detailed data that is neither fully
understood nor properly used by headquarters
? Duplication of administrative personnel and services
? Underutilization of overseas manufacturing or distribution facilities
? Duplication of sales offices and specialized sales account executives
? Proliferation of relatively small legal entities or operating units within a country
or geographic area
? An increase in overseas customer service complaints
? Breakdowns in communications within and among organizations
? Unclear lines of reporting and dotted-line relationships, and ill-defined executive
responsibilities

Please use this article as a reference with a quote.

Van de Ven, A. H., & Sun, K. (2011). Breakdowns in Implementing Models of Organization Change. Academy Of Management Perspectives, 25(3), 58-74. doi:10.5465/AMP.2011.63886530.

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