An introduction
to the organization & decision-making
Herbacure Incorporation, the organization of which
I am the manager, was an exceptionally productive
company dealing in herbal medicines for commonly
arising health ailments such as the symptoms of
cough, cold and flu. And although this is still
the scope of the firms operation, the former part
of the statement doesn’t ring true anymore.
This is since the company has been seeing a steady
rate of organizational decline during the past
year or so, something that has been particularly
a result of poor decision-making manifested in
the farce of mismanagement. It must be considered,
before continuing with this paper, that that all
[organizational] decisions, regardless of their
scope or nature, inevitably tend to initiate a
chain of events that specifically entail certain
activities resulting in certain outcomes (Begel,
1997).
Case Study: Negativistic Decision-Making in Herbacure
Inc
Take into consideration, for instance, the fact
that I ordered the production of 25 additional
batches of stock, each batch with 200 cartons
[10 bottles each] last year. The order was for
the production of the company’s new product
on its line up; an herbal-based energy stimulant
that appeared to be doing good since 7 of the
first 15 batches introduced in the market had
been sold out. It turned out, however, that the
inventory froze after 9 of the first 15 batches
had been sold out, consequently making for the
total number of stock in the warehouse to be rated
at 21 batches. The situation was made even more
detrimental as a result of the fact that the introduction
of the energy drink caused the collective sales
of Herbacure Inc to go down.
This was a result of a market decline in brand
loyalty of the customers. It appeared that the
ineffectual production and marketing of the energy
drink managed to mar the overall image of the
company in the perception of the generic consumer
(s). The subsequent costs incurred as a result
of the useless stock and the accompanying loss
of market shares turned out to evolve into an
inherent corporate splinter for Herbacure Inc.
And this, moreover, is something that is accentuated
even further when considering that even today,
the company is far from regaining the organizational
valor it possessed during its pre-decline era.
Conclusion (s): Analysis & Recommendations
It is quite apparent that, speaking in consideration
of the organizational demise of Herbacure Inc
as it has been outlined above; one of the most
relevant proponents of effectual decision-making
is to contemplatively acknowledge all alternative
interests and perspectives. And in spite of the
fact that this is something that is far from being
as easy as it sounds, selecting the optimal decision
in this way is the most applicable decision making
module that can be adhered to (Shapira, 2002).
Also note that the hypothetical case study regarding
Herbacure Inc is also instrumental to other managers
in as much as portraying to them the disadvantageousness
of thinking into the future; foresightedness (Ashley
& Morrison, 1997). It would, thus, be conclusively
apt to acknowledge that contemplating and comparing
possible scenarios to different decisions and
subsequently choosing the optimum decision is
the best example of scanning and monitoring the
possible implications of a particular decision-making
process.
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