He approaches business as a conservative risk-averse individual who is unwilling to take any chances thereby being considered as a satisficer. He is open minded and open for consultation on issues affecting the firm as illustrated by the consultation he had with Harry and Imran on staffing issues. After consulting, the three resolved that the firm is able to operate with 25% less employees. Therefore, consensus type of decision making is also his characteristic. William, just like his other two counterparts depicts procrastination style of decision making as he is reluctant to reduce the number of employees due to their emotional and motivation effects and optimism of improved sales. William shows decision making style of consultative input gathering especially when he prompts reactions from his colleagues on the reduction of the capacity of the organization. Lastly, William shows delegation approach to decision making in which he delegates his co-directors to run other departments of the company (Moyer, McGuigan & Kretlow 2001, p. 67). Harry Stevenson Harry is in charge of the firm as the managing director and was responsible for making decision related to marketing the organization. He has been systematic and logical while addressing issues facing MBC. While executing his duties in the company, Harry adopts a consultative approach to decision making in which he consults with William and Imran. This is evident when he leads other directors to consider the competitiveness of the MBC as a market leader in terms of the cost of barometers being sold by the company. The barometers were of the same quality as others imported and sold by its competitors but at a cheaper price. As the managing director of the company, consensus if very important to harry as the company is run by the three directors with decision made based on consensus. In addition to these decisions making styles, Harry stamps authority in his specific roles in the department as he is able to issue directives on what is to be done in the department. Imran Malik He is a graduate of a business school in London although he studied together with William and Imran. He has contributed immensely to the organization as he gambles to reap returns on his investments thereby referred to as a risk loving optimist. Concerning the firm, he is in charge of finance and administration. Just like the other directors, he assumes the decision making style of consensus as he calls for consensus on the best strategy to be undertaken by MBC especially regarding the growth and expansion as he provides two options venture into Europe and continued focus on the UK market (Bierman & Smidt 2003). In his department of finance, Imran shows strong decision making style of unilateral (directive). This is evident as Imran issued a directive to undertake a background survey on the company’s strategy in the next five years. In conclusion, all the three directors show characteristics of unilateral style of decision making in their respective departments while at the firm level they show features of consultative testing and input gathering as decisions are made after consensus. 2. Breakeven Analysis a). Current total breakeven weekly quantity and production capacity utilisation of barometers for MBC. Break even analysis is a tool used by organizations to determine the level of output required by an organization to meet its fixed costs. The organization should always strive
Making Management Decisions: Case for Midland Barometer Company Name: Course: Tutor: Date: Question 1: Decision making styles for the three directors of MBC Decision making is not an easy task within an organization and the management needs to apply various decision making styles based on the nature of the situation…
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