...Invent a New Telephone LaShanda Boykin Grantham University Invent a new telephone. 1. Subtract * Subtract the keypad from the phone. 2. Repeat * Repeat the same styles as other cell phones with touch screens. 3. Combine * I would combine hands free mode and voice recognition so that people would be able to operate the phone without the keypad. 4. Add * I would add a watch that comes with the phone which people can use to talk on as well when their phone is out of reach. I would also add a built in app that has touch features. 5. Transfer * I would transfer my phone into all retail stores all over the world so everyone could have access to the phone. 6. Animate * I would make the cell phone with a 3-D back cover. They would be able to pick from several different designs. I would also have cartoon animation photo options where customers can take pictures and become their own cartoon. 7. Empathize * The phone I create would help those who are blind and those who are death. This phone would be great for people with disabilities. 8. Superimpose. * The screen on the phone will be placed over my company’s logo or a personalized design that is built in the phone. Customers would have to pay more for the personalized option and for phone screen to be made. 9. Substitute * I would change the material of the phone to a material that was cool to the tough all the time. By doing this customers would not have to have a hot phone to...
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... 2. FACTORS INFLUENCING CONSUMER DECISION 3 - 7 3.1. Process of Consumer’s Decision 3 3.2. Consumer Decision 4 3.3. Branding 4 - 5 3.4. Brand Awareness 5 3.5. Empowered Consumers 5 - 6 3.6. Types of Loyalty 6 - 7 3. Conclusion 8 4. References 9 How does a consumer decide if a marketer's brand is superior to others; does he make decisions in a linear, logical manner or in a circuitous, heuristic fashion? 1. INTRODUCTION In our contemporary world, an organisation strives hard to get their market share by competing with each other in terms of quality, price and timeliness of delivery. Moreover, due to increasing international trade changes such as free trade agreements, trade and manufacturing globalisation as well as privatisation, organisations are compelled to compete on both local and international fronts. Unless an organisation is able to satisfy the demands of consumers, it will not survive in such a competitive business world. Of recent, consumers are more cognizant of various brands of a particular product or service available. In general the consumers make a decision to buy any product or service if they are confident about the brand. This paper analyses how the consumer decides if a market brand is superior to others and whether he makes his decision in a linear and logical manner or in a circuitous...
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...Strategies For Decision Making: Definition Of Critical Thinking Definitions Conceptualizing- If you have an idea for something, or if you understand something fully, you conceptualize it. Analyzing-Is to study or examine something carefully in a methodical way. Synthesizing- The combining of two or more things to create something more complex. Definitions in My Own Words Critical Thinking- When an individual can analyze a situation or problem gathers all information and makes an informed decision. Conceptualizing- Thinking of an idea or concept. Analyzing-To thoroughly look over something. Synthesizing- When more than one idea is combined When I applied this type of thinking in my own life Conceptualizing- I fully understand the process for the issuance radio equipment to the Afghanistan government. In order for the Afghanistan military and police units to receive radio equipment they must, first submit a formal request to the Afghanistan Ministry of Interior (MOI), if approved the MOI sends request to the Afghanistan Ministry of Interior (MOI) Logistics Officer, who review to see if he have requested equipment on hand. If equipment is on hand at his/her level they will issue equipment to the requesting unit. If, equipment is not on hand the MOI Logistics Officer will forward request to the U.S Military at Resolute Support Headquarters, who will review request and either approve or...
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...Introduction This review paper shines a light on how vital the use of economic tools is in making managerial decisions as reflected in the simulation. Decision making process of management is described in different market structures. Just as it pertains to any for-profit business organization, the goal is to cut and maximize profits in each type of market structure. Based on the information provided in the simulation, Quasar Computers were involved in an extensive research in developing a pioneer product “the Optical Notebook.” In 2003, the company launched the first all-optical notebook computer and branded it the “Neutron”. This product is described as an energy saving optical technology with its rechargeable batteries capable of lasting up to three days; hence, transcending it into a leading technological product in its unique class. With the assistance of senior executives in the company, the decisions on operational and business strategies relative to a variety of market conditions are taken and discussed. Monopoly Quasar emerged as the only player in the market for its unique optical notebook computer; therefore, establishing a monopoly market structure. Within this monopolist market structure, maximizing profit tends to occur at the point where marginal cost equals marginal revenue based on the result shown by toggling the demand curve. In the initial scenario, it was presented that Quasar had the patent rights on all-optical technology for three years from the launch...
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...Vol. 5, No. 12; December 2010 Impact of Resource Based View and Resource Dependence Theory on Strategic Decision Making Ali Raza Nemati Riphah International University, Islamabad, Pakistan Tel: 92-345-590-5581 E-mail: aliraza.nemati@riphah.edu.pk Afkar Majeed Bhatti Riphah International University, Islamabad, Pakistan Tel: 92-333-535-9743 E-mail: Afkar_tg@yahoo.com Muhammad Maqsal Riphah International University, Islamabad, Pakistan Tel: 92-345-956-5435 E-mail: mmaqsal@gmail.com Immad Mansoor Riphah International University, Islamabad, Pakistan Tel: 92-345-580-0451 E-mail: immadmansoor@gmail.com Fariha Naveed Riphah International University, Islamabad, Pakistan E-mail: farihanaveed@riphah.edu.pk Abstract This paper aims to investigate different factors determining strategic Decision making. This study attempts to identify the role of RBV and RDT and its impact on strategic Decision making. It has been seen that different strategies has to be made to get competitive advantage keeping in mind external resources and while strategies differ when to get competitive advantage through internal resources such as Human resource and capital Resource. In this research heuristics and bounded rationality acted as moderator to strategic decision making as when decision makers (managers take decisions personal biases and heuristics also get involved. Keywords: Decision making, Resource based view, Resource dependence theory, Heuristics and biases 1. Introduction The purpose of this...
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...ote ote technical note tech Air Traffic Control Specialist Decision Making and Strategic Planning – A Field Survey Jean-François D’Arcy, Ph.D., Titan SRC Pamela S. Della Rocco, Ph.D., ACT-530 March 2001 DOT/FAA/CT-TN01/05 Document is available to the public through the National Technical Information Service, Springfield, Virginia 22161 U.S. Department of Transportation Federal Aviation Administration William J. Hughes Technical Center Atlantic City International Airport, NJ 08405 NOTICE This document is disseminated under the sponsorship of the U.S. Department of Transportation in the interest of information exchange. The United States Government assumes no liability for the contents or use thereof. The United States Government does not endorse products or manufacturers. Trade or manufacturer's names appear herein solely because they are considered essential to the objective of this report. This document does not constitute FAA certification policy. Technical Report Documentation Page 1. Report No. 2. Government Accession No. 3. Recipient’s Catalog No. DOT/FAA/CT-TN01/05 4. Title and Subtitle 5. Report Date March 2001 Air Traffic Control Specialist Decision Making and Strategic Planning – A Field Survey 7. Author(s) 6. Performing Organization Code ACT-530 8. Performing Organization Report No. Jean-François D’Arcy, Ph.D., Titan SRC and Pamela S. Della Rocco, Ph.D., ACT-530 9. Performing Organization Name and Address DOT/FAA/CT-TN01/05 ...
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...Chapter 7 Decision making is the cornerstone of planning. Procter & Gamble set a goal of doubling its revenues over a 10 year period. The mission outlines the organization’s purpose, premises, values, and directions. Flowing from the mission are parallel streams of goals and plans. Directly following the mission are the strategic goals. These goals and the mission help determine strategic plans. Strategic goals and plans are primary inputs for developing tactical goals. PURPOSES OF GOALS 1ST they provide guidance and unified direction for people in the organization. Goals can help everyone understand where the organization is going and why getting there is important. 2nd goal setting practices strongly affect other aspects of planning. Effective goal setting promotes good planning, and good planning facilitates future goal setting. 3rd goals can serve as a source of motivation for employees of the organization. (reward system) 4th goals provide an effective mechanism for evaluation and control; How successfully today’s goals are accomplished. (setting a high goal and half way there realizing you will not meat that goal then study why they didn’t reach their goal) KINDS OF GOALS Goals are set for and by different levels within an organization. FOUR BASIC LEVELS OF GOALS – mission, strategic, tactical and operational. Mission - a statement of an organization’s fundamental purpose Strategic goals - a goal set by and for top management...
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...INTRODUCTION Company profile NS Plastic & Metal Trading Sdn Bhd (933699-P) is a locally incorporated company under the companies act 1965 section 16(4) of the Malaysian Law. NS Plastic & Metal Trading Sdn Bhd (933699-P) was established in 24th February 2011 but NS Plastic & Metal Trading (001317810-P) was established in 2nd of October 2001 in response to high growing demand for recycling industry needs and the wholesale market for industrial waste products. They have developed strategic alliance with leading suppliers and buyers and gone through intensive industrial research. NS Plastic & Metal Trading Sdn Bhd understand the industrial needs for proper waste disposal and with the acquired knowledge from local industrial attachment; they are confident and able to meet customer needs. NS Plastic & Metal Trading Sdn Bhd (933699-P) is fully committed in recycling plastic wastes into resins. Resins are used to manufacture plastic bags, household bags, plantation poly bags, agriculture bags, construction layers and etc.Their current facilities which are located strategically in the new Seremban Selatan Industry Area is adequate to facilitate the growing and challenging recycling industry for this new millennium. About The Company NS PLASTIC & METAL TRADING SDN BHD ( 933699-P), is situated in a very strategic location in Bandar Seremban Selatan Industrial Area. The location at Lot 23138,Jalan BBS 1/2 ,Kawasan Perindustrian, Bandar Seremban Selatan, 71450...
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...|INTERNATIONAL ISLAMIC UNIVERSITY ISLAMABAD | |[pic] | |ALLIED BANK LIMITED | |FACULTY : FMS | |COURSE TITLE : PRINCIPLE OF MANAGEMENT | |COURSE CODE : MGT-202 | |SUBMITTED TO : SIR HASSAN BIN HAROON | |SUBMITTED BY | |WALEED WAZIR 6021 | |MUHAMMAD SOHAIL 6022 | |FAHAD RAHIM 6023 ...
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...direct their persistent efforts toward activities that help accomplish their goals and away from activities that don’t. iv. Furthers development of task strategies: Planning encourages employees to think of better ways to do their jobs. v. Boasts a proven track record: Planning has been proven to work for both companies and individuals. b. Costs vi. It can impede change and prevent or block needed adaptation: Employees can become so committed to achieving the goals that they fail to see that their plan may not be working. vii. It can create a false sense of certainty: Plans are built on assumptions; if those assumptions are incorrect, you may not predict disasters. viii. It can suffer from the detachment of planners: Planners may be good at planning but may not be good at implementing. What good is a plan that is not put into action? 2. What are proximal and distal goals? Which type of goals is more effective? c. Proximal goals: short-term goals or subgoals. They are often more motivating than waiting to achieve far-off distal goals. d. Distal goals: long-term or primary goals. 3. How can companies build flexibility into their plans? e. By using options-based planning ix. Maintaining planning flexibility by making small, simultaneous investments in many alternative plans. f. Taking a learning-based approach to planning by using learning-based planning. 4. How...
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...April 9, 2014 Article Review Evidence-based Marketing Article Summary The practice of using evidence as the base for making decisions has been employed successfully in many industries such as healthcare, nursing, criminal justice, ect.. Unfortunately, in the world of marketing, “there has been no explicit consideration of the applicability of the concepts of evidence-based practice or evidence-based management” yet (Rowley, p. 523). The article, then, provides information on challenges practitioners face when deciding whether to implement the evidence-based marketing theory and explores some alternative relationships between researchers and practitioners that may improve the use of the evidence-based methods. Using evidence for marketing decision-making is well recognized as a helpful, more accurate method of making better decisions. As suggested in the article, the type of such evidence in this method should be research evidence that is “reviewed and summarised in a systematic way that allows reasonably clear conclusions to be reached about what we know and do not know” and “integrated into the decision-making process in an explicit way such that its relevance and usefulness to the decision is made clear” (Rowley, p. 526). However, this method has only been tested mainly from academic researches and may lack applicability to businesses due to the gap between researchers and practitioners. Rowley cited in the article four distinct barriers practitioner faces when trying...
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...The Top Manager-Adviser Relationship in Strategic Decision Making during Executive Life Cycle: Exploring the Impediments to Strategic Change ABSTRACT The purpose of this study is to examine how strategy persistence would be induced from top manager-adviser relationships in strategic decision making during executive life cycle. Prior studies have shown that a top manager’s tenure is characterized as inverted U-shaped relationship between a top manager’s tenure and organizational performance that a top manager is effective during initial time in office, but as a span of top manager’s tenure become long, organizational performance is decline. However, little has been known about the reason of the inverted U-shaped relationship. To investigate this question, we apply the concept of the decision maker-adviser model to the argument. Upper echelons theorists have found that the top executives are critical to shaping the characteristics of the firm. However, since this research stream has emphasized on the decision making of Chief Executive Officer (CEO) or Top Management Team (TMT), relational aspects of strategic decision making between top managers and adviser have not been sufficiently argued. In response to this theoretical gap, we will discuss the relational aspect of strategic decision making between top managers and advisers. Keywords: Upper echelons theory, executive life cycle, decision maker-adviser model. INTRODUCTION Over the past 20 years, growing evidence...
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...conflict. Decision Making, Learning, Knowledge Management, and Information Technology Sessions 21 & 22 Organization Theory, BL3 visiting students m.marais@supco-montpellier.fr Learning Objectives Differentiate among several models of decision making that describe how managers make decisions ! Describe the nature of organizational learning and the different levels at which learning occurs ! Explain how organizations can use knowledge management and information technology to promote organizational learning and improve the quality of their decision making ! Learning Objectives Identify the factors, such as the operation of cognitive biases, that reduce the level of organizational learning and result in poor decision making ! Discuss some techniques that managers can use to overcome these cognitive biases and thus open the organization up to new learning ! I. Organizational decision making 1. Organizational decision making Definitions Organizational decision making: The process of responding to a problem by searching for and selecting a solution or course of action that will create value for organizational stakeholders ! Programmed decisions: Decisions that are repetitive and routine ! Nonprogrammed decisions: Decisions that are novel and unstructured ! 1. Organizational decision making Definitions ! Intuition ⽂文本 hunches that come readily to mind, require little effort and information gathering and result in on-the-spot decisions ! ...
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...Chapter 7 Information & Decision Making 1. Information, Technology & Management a. Must-have competencies i. Technological competency-ability to understand new technologies & to use them to their best advantage ii. Information competency-ability to locate, gather & organize information for use in decision making iii. Analytical competency-ability to evaluate & analyze information to make actual decision making problems b. What is Useful Information? iv. Data-raw facts & observations v. Information-data made useful & meaningful for decision making 1. Timely-the information is available when needed; meets deadlines for decision making & action 2. High quality-the information is accurate, & it is reliable; it can be used with confidence 3. Complete-the information is complete & sufficient for the task at hand; it is as current & up to date as possible 4. Relevant-the information is appropriate for the task at hand; it is free from extraneous or irrelevant materials 5. Understandable-the information is clear & easily understood by the user; it is free from unnecessary detail vi. Analytics-involves the systematic gathering & processing of data to make informed decisions c. Information Systems & Business Intelligence vii. Management information systems-use the latest technologies...
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...2.4 Business Units ■ 2008 2012 2011 2012 A Brief History of Recruiting Illustrative Requisition Fillers ■ Process Masters ■ Talent Advisors ■ The Future of Recruiting? Recruiting impacted by: ■ Shrinking talent pools; ■ ■ ‘Spraying and praying’ through printed job advertisements Taking orders from hiring managers Using online technology Building pipelines of passive talent Executing processes effectively ■ Building business acumen and labor market expertise Influencing decisions Becoming credible business partners ■ ■ ■ New technology; and Increased candidate mobility. ■ © 2013 The Corporate Executive Board Company. All Rights Reserved. RR4956913SYN 4 The best recruiting leaders play a pivotal role in driving organizational recruiting performance, but most still have a lot of room to improve. Organizations led by the most effective recruiting executives are up to 28% more effective than others. A wide range of performance exists across recruiting executives, and the vast majority still have a lot of opportunity to improve. A WIDE RANGE OF PERFORMANCE EXISTS AMONG RECRUITING EXECUTIVES Impact of Recruiting Executive Performance on Organization’s Recruiting Effectiveness1 Executives with Lowest Versus Highest Levels of Effectiveness in Key Recruiting Behaviors ∆ = 28% ■ ■ 8685 84848383 82828180 7979 79 78 787878 7776 78 767675 757575 757574 7474 7373 74 72727271717171717070 Low-Scoring High-Scoring...
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