(i) As a manager you know that there are complexities in decision making. Using the case study above, discuss the potential sources of complexities in decision making for you decision maker. as a

Understanding Business
12th Edition
ISBN:9781259929434
Author:William Nickels
Publisher:William Nickels
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
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A. CASE: FABULOUS FABRICS, Inc.
Mwiinga was recently promoted to the managing director's
position at Bwino Fabrics, Inc. in Mufulira. In her new position,
Mwiinga first compared the actual revenues and expenses of the
company with desired results. Armed with this analysis, he
formulated the future course of action for Bwino Fabrics.
Mwiinga transmitted her revenue and expense analysis to
outsiders such as bankers and other analysts and distributed her
desired future course of action for Bwino Fabrics to his
subordinates. All these groups then provide him with feedback
through reports. Mwiinga is confident he can lead the company
into a prosperous future.
Unfortunately the company has just made changes in the way it
manufactures and markets its products. These changes are
producing issues associated with employee motivation and
satisfaction. The company has sent some of their manufacturing
offshore to South Africa, and their plants have been restructured
into self-directed work teams. The company has also changed its
sales program into a customer-relationship management (CRM)
system which serves its customers with a team made up of a
salesperson, product engineer and a customer service
representative. With jobs being re-defined and sent off-abroad,
employee satisfaction and turnover is becoming prevalent. The
Executive Leadership team is becoming concerned and realizes
that something needs to change. Employees are citing in exit
interviews that pay and uncertainty are some of the reasons they
are leaving. They believe that they will be compensated and
treated better elsewhere. With employee unrest, Bwino is not
moving smoothly into the CRM system. Before this system can
become effective, the Executive Leadership team must discover
and agree upon the underlying problem. Once the issues of
employee value, fairness of pay and unchallenging jobs are
addressed, the unrest will dissipate into an excited, motivate
team
effort.
Questions
Based on the case study above, discuss the following as may be
perceived in your organization:
(i) As a manager you know that there are complexities in
decision making. Using the case study above, discuss the
potential sources of complexities in decision making for
you
decision
as
a
maker.
(ii) Describe the generic influence tactics which are used at the
workplace and recommend the ones that could be used at
this organization.
(iii) Explain the relationship between Herzberg's two-factor
theory and the motivation factors at work at Bwino. As a
manager at Bwino Fabrics, explain how you could have
ensured the Herzberg motivation factors were reinforced at
the company.
Transcribed Image Text:A. CASE: FABULOUS FABRICS, Inc. Mwiinga was recently promoted to the managing director's position at Bwino Fabrics, Inc. in Mufulira. In her new position, Mwiinga first compared the actual revenues and expenses of the company with desired results. Armed with this analysis, he formulated the future course of action for Bwino Fabrics. Mwiinga transmitted her revenue and expense analysis to outsiders such as bankers and other analysts and distributed her desired future course of action for Bwino Fabrics to his subordinates. All these groups then provide him with feedback through reports. Mwiinga is confident he can lead the company into a prosperous future. Unfortunately the company has just made changes in the way it manufactures and markets its products. These changes are producing issues associated with employee motivation and satisfaction. The company has sent some of their manufacturing offshore to South Africa, and their plants have been restructured into self-directed work teams. The company has also changed its sales program into a customer-relationship management (CRM) system which serves its customers with a team made up of a salesperson, product engineer and a customer service representative. With jobs being re-defined and sent off-abroad, employee satisfaction and turnover is becoming prevalent. The Executive Leadership team is becoming concerned and realizes that something needs to change. Employees are citing in exit interviews that pay and uncertainty are some of the reasons they are leaving. They believe that they will be compensated and treated better elsewhere. With employee unrest, Bwino is not moving smoothly into the CRM system. Before this system can become effective, the Executive Leadership team must discover and agree upon the underlying problem. Once the issues of employee value, fairness of pay and unchallenging jobs are addressed, the unrest will dissipate into an excited, motivate team effort. Questions Based on the case study above, discuss the following as may be perceived in your organization: (i) As a manager you know that there are complexities in decision making. Using the case study above, discuss the potential sources of complexities in decision making for you decision as a maker. (ii) Describe the generic influence tactics which are used at the workplace and recommend the ones that could be used at this organization. (iii) Explain the relationship between Herzberg's two-factor theory and the motivation factors at work at Bwino. As a manager at Bwino Fabrics, explain how you could have ensured the Herzberg motivation factors were reinforced at the company.
Expert Solution
Step 1: How can the ability to make decisions be strengthened?

There is an urgent need to improve our decision-making. Yet how? Then why? This Millennium discussion pinpoints managing growing complexity as our main obstacle and names new computational techniques and digital media resources as the key sources of solutions.

Although both claims are true, they are too limited. Generally speaking, complex systems are those that have numerous nested and organised interrelations among their component entities, such as those found in living things (of which more below). We must both improve our comprehension of complexity and take into account factors other than complexity and digitalization.

In addition to the complexity just described, there are aspects of our current world that we frequently mistake for complexity but that mainly just make our lives more difficult:

(i) Trans-institutionalization and globalisation, which both call for incorporating culturally disparate agendas, timetables, and other elements;

(ii) increasing change's speed;

(iii) expanding time and space-scales of effects.

For instance, the issue of climate change is impacted by all three characteristics. These increase the number of factors we must take into account and the restrictions we must adhere to, greatly complicating our decision-making, but they do not constitute true complexity.

In addition to digitalization, computers can frequently be used to solve these issues, and the Millennium discussion offers helpful advancements and suggestions. However, quick decisions frequently alter the nature of the decision-making process, not just its speed. Regardless of how helpful cost-benefit-risk analysis may be in other contexts, using it to make decisions while a lion is charging toward you is insane. It won't help to simply have faster or networked computers when deciding when to change your decision-making process or which alternative method to select.

Our lives are becoming more and more dependent on our capacity for knowledge and skill, but this need is underappreciated. Complex systems are a good example of it, so let's think about them now.

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