Integrated Management - Jaguar Land Rover - Case Study Example

Download file to see previous pages The paper 'Integrated Management - Jaguar Land Rover " is a good example of a management case study. Jaguar Land Rover has undergone structural changes during its growth and development coupled with the rapid ownership changes elaborated above. The era has seen a recent divestiture by Ford when Jaguar became a financial drain on the company for years hence, making loss despite the £4 billion invested in Jaguar and Land Rover. The company is faced with a decision to diversify into the North American market since it is set to gain more advantages and improve its balance sheet (Barnard, 2008). The JLR Tata group has experience with Ford negotiations which is likely to inform its decision of inviting a partner into a joint venture in this significant bargain. The company has to go through a series of steps in the decision-making process. It also has to satisfy the supply chain so that value can be derived and provide a rationale for going into a joint venture with an American firm. The aspect of e-commerce is explored which is likely to impact the supply chain. Some decisions arrived at had an impact on the supply chain of JLR based on the decision made. Also critical are the levels of efficiency that can be obtained in existing or new facilities in regards to production. Supplier relationships are important and so is the quality of the supply chain (Rieke & Sillars, 2004).

• 2. 0 Decision Making

Decision making constitutes taking a course of action based on two or more potential alternatives to solve a certain problem. There are solutions to any business problem. This is possible through consideration of alternatives and selection of the best course for implementation. Greater consideration is given to the predisposing business environment and available alternatives (Bouyssou, Dubois & Prade, 2013). This is a continuous process requiring maturity, skills, experience, and knowledge of the specific problem.

• 2.1 Decision-making processes
• The Decision-making process involves six steps;
• Identifying or defining the managerial problem
• Analyzing the problem
• Development of alternatives
• Selection of the best solution from the alternatives available
• Implementing the decisions
• Obtaining feedback for follow up
• 2.2.1 Identifying or defining the managerial problem.

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