(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
(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
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
Related questions
Question
![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.](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2Fec00e304-3f68-47c7-ad1a-16f58e2fcef8%2Fa04a9ad4-b5a3-436f-ab6a-f8455f2c0061%2Fllst8he_processed.jpeg&w=3840&q=75)
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.
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