Decision Dilemmas
QUESTION ONE
Case one – Reject the Offer
The fact that the employee was on demand was owed to the current company she was working for. This is clearly indicated in the argument that her training was sponsored by the organization. A contract should be entered defining the minimum period of time she can work for the organization before making a final decision to leave. It would be necessary for the organization to establish the improvement in performance of the employee as a result of the training they offered. Similarly, there is need to provide information on the sole intention for the training. One would reconsider reversing the decision in a situation where the efforts of the employee are not appropriately remunerated by the first organization and where they are not appreciated. Under different circumstances, depending on the relevant factors as mentioned above, the decision might have been different, for instance, where the company only provided experience but not the training.
Case two – Continue to advertise
The decision is based on the fact that each organization is believed to know its product best. Similarly, they have the right to design their advertisements as they deem fit provided the information is not misleading to the consumers. It would be appropriate if the question clearly indicated whether the results found by the organization, which claimed they had the juiciest products, were credible or biased considering they were self carried out. One might change their mind regarding the decision made if a situation contradicting the findings of the firm arises. This is where they will be presumed/proven to be less juicy than others. The decision is likely to be revered where the circumstances vary from the one presented. For instance, where there is sufficient evidence that the results are misleading to the clients and are not accurate. This could also be if the laws of the country do not allow for the advertisers to practise freedom in formulating their own advertisements.
Case three – Not proper, Should not sell
The relationship between the two parties was already manipulated and ceased being professional when the potential buyer company decided to send gifts since it personalized their transaction. To enhance certainty of the decision, information regarding the previous relationship between Bob and the potential buyer should have been indicated. A situation such as an evident professional relationship of the buyer in other business transactions and empirical evidence of an existing relationship between Bob and the potential buyer may lead to a consideration to reverse the decision. The above mentioned circumstances may lead to an automatic change in decision to not sell to the party since it changes the circumstances surrounding the dilemma.
Case four – Suspend them for several games
The decision is based on the coach’s critical demand for discipline and non acceptance of favours and benefits from outsiders. However, having been trained by him, it would be worth giving them a second chance where if breached, they could be kicked out of the team. There should be specification as to whether this has been happening continuously or over a short period. The conduct of the team members when stated should also be able to clarify whether they deserve a second chance or not. The change of circumstances such as a discovery that the team members had been previously warned of the same conduct would automatically reverse the decision. They would be better off out of the team since that would be a clear indication of lack of discipline.
Case five – Close the plant
The decision is based on the consideration that if the adjustments are ignored, the whole organization may end up collapsing. It would be more convincing however if the performance of the plant being closed was clarified. Certain circumstances such as the increase in prices of the opposing firm or reduction in cost of production would lead to reconsidering of the decision. a different answer would be obtained in a case where the plant targeted for closure makes more profits than most of the others, or where there is a guarantee that non closure of the firm will not affect the stability of the organization in the market.
QUESTION TWO
The article, ‘Refugee Operations and Environmental Management’ is based on the important principles of decision making. The author in this case is focussed on the dilemmas that may arise in different situations that require timely decisions to be made. (UNHCR. 2001) argues that the principles are important since they enable a similarity indecisions made regarding similar situations. It is also possible that with the arising of relatively complicated situations, the responsible parties will be able to derive a possible solution regardless of the dilemma involved. For instance, the link between the problem at hand and the parties they involve should be clearly elaborated and defined before the ultimate decision regarding the matter is made. This will ensure that it will be fair, not biased in any way and the conduct of the individuals in sufficiently put into consideration. The author is also specific in stating that the relevant bodies for making decisions should have a rough idea of the possible circumstance that may arise such that in case they do, it will not get them unawares.
The author also brings about some interesting ideas surrounding the factors surrounding decisions to be made. These are very useful in a learning environment as well as for practise in the actual management field. This is so because the management is always responsible for making decisions that affect their subjects. These include the fact that every situation should have a monetary value attached to it. We realize that human beings place so much value on finances such that they rarely risk with it. Converting losses/profits that may come about with a bad/good decision encourages management to critically review a decision before implementing it.
References:
Suhr, J. (2003). Basic Principles of Sound Decision Making. The Institute for Decision Innovations, Inc. Retrieved http://www.value-eng.org/knowledge_bank/attachments/Suhr%20Jim%20Basic%20Principles%20of%20Sound%20Decisionmaking.pdf
Stormer, W. (1991). The Decision Dilemma – Cognitive Bias. Psychology. Retrieved from http://handle.dtic.mil/100.2/ADA235660
UNHCR. (2001). Key Principles for Decision Making. Refugee Operations and Environmental Management. Retrieved from http://postconflict.unep.ch/humanitarianaction/documents/02_10-01.pdf