in the coming year. Suddenly, many competing companies enter the market. This will naturally affect the previous position of the company and , therefore ,it shall have to revise its planning. 4. Planning is Futuristic: Planning decides the plan of action-What is to be done, how is to be done, when is to be done, by who is to be done, all the questions are related to future. Under the planning, answer to these questiona is found out. While an effort is made to find out these answer. 5. Planning is
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Course Schedule Course Modules Review and Practice Exam Preparation Resources Module 1: Case analysis approach Getting started Before you begin Module 1, please read the Introduction to PA1 for important information on how to study this course and complete the competency-based assignments. For an overview of your assignment responsibilities in this course, check the course schedule in the navigation pane. Online discussion instructions that outline the steps for starting work
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presented using this format. The Format: Case Analysis Viewpoint Time Context Executive Summary (Optional) Statement of the Problem Statement of Objectives Areas of Consideration Assumptions Alternative Courses of Action Analysis/Discussion Conclusion and Recommendation Plan of Action Viewpoint Any person who is a decision maker or who is capable of recommending a solution as mentioned in the case or any consultant hired to recommend a solution. Time Context Generally, it delineates
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of its operations management process to maximize labor productivity. A key component for analysis is a cost-benefit matrix as noted below that outlines current processes compared to the anticipated outcomes for suggested alternatives. | Current | Alternative 1 | Alternative 2 | Wasted motions | 27% | 1% | 7% | Physical lifting | 42 pounds | 12 pounds | 23 pounds | People required | 17 | 6 | 9 | Productivity | 208 units | 392 units | 288 units | Productivity per person | 12.24 units
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mental processes (cognitive process) resulting in the selection of a course of action among several alternative scenarios. Every decision making process produces a final choice. The output can be an action or an opinion of choice. * Decision making is a process by DEFINING which a course of action is selected as away to deal with a specific problem. It is the selection of one alternative from among two or more alternatives * It is the process by which managers respond to the opportunities
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School Professor Jim Prost San Francisco Campus The purpose of this guide is to help you maximize your learning when using case studies. It outlines some key issues that will help you learn from the case analysis method. In most graduate courses, students use cases from actual companies to practice strategic analysis and to gain some experience in the task of creating and implementing strategy. A case describes, in a factual manner, the events and organizational circumstances surrounding
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that binds the individual or group to taking action in a specific way. It generates towards an envisaged course of action of some specificity and is moreover an act that is made in the light of and in consistent with at least some of the elements of an action scheme (Kelvin 1975). Houghton 1975 gave a comprehensive definition of decision as a deliberate act that generates commitment on the part of the decision maker towards an envisaged course of action of some specify and is moreover an act that
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problems drawn from real life. It utilizes information in combination with opportunities for understanding such problems and developing skills in solving them. 1.3 Time Context Tell us when the problem was noted which required the necessity of an action. 1.4 Viewpoint Identification of the rightful owner of the problem to be effective in the case analysis. Ex.1. Marketing problem must be handled by a marketing executive. 2. Financial problem must be handled by a financial executive 1.5 Problem
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determination of long term actions and selecting the best/appropriate options to achieve the mission/objectives. There are some considerable based on company’s strength and weakness. 4. Policy: Guidelines for managerial decisions. It’s the boundaries for doing something. It is the boundary for doing something. 5. Procedures: Series of activities to accomplish an objective or a task. Flowcharts used here to describe the procedures. 6. Rules: Specific actions to be done. Does not allow
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situation, people go through a process of choosing the right decision for that situation, known as decision making (Schermerhorn, Hunt, Osborn, & Uhl-Bien, p. 208, 2010). The decision making has five steps; define problem, analyze alternatives, make a decision, take action, and evaluate the result. This paper discusses how to solve a problem by utilizing the decision making process, was the supervisor involved with the problem, what were the strengths and weakness of the decision approach, and if the
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