Management Decision and Control

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In any business organization, managers are constantly faced with situations that require them to handle decision making in order to ensure that the department under his or her supervision is able to attain its objectives and goals.

Alongside with this, managers are also responsible is enforcing control within the department he or she is supervising in order to minimize possible errors that may arise as the employees within the department strive to complete the required activities and tasks to ensure that it not only meets the expectations of the business organization as a whole, but also to avoid a high ratio of errors which would eventually lead to the business organization incurring higher expenses.

This paper presents a summary of the chapter which focuses on management decision making and control within a business organization setting. Here, key points regarding decision making and control would be listed as part of the summary to be presented in this paper. Decision Making Decision making has been referred to the process of choosing the most viable option for a given scenario or situation based on the possible alternatives that are present for that given scenario or situation. The decision making process handled by managers within a business organization is greatly influenced by a number of factors.

Some of these factors include the size of the company, the amount of funds that is available to be used, the volume-to-unit cost ratio, level of diversification of the products and/or services that are offered by the company. In cases where the manager is working within a department of a business organization whose head office is situated in a different location, his or her decision making would also be influenced by the distance between the head office and the branch where the manager is currently located (Luthans & Doh 2008).

For managers that work in departments within multinational business organization, it has been determined that the culture surrounding the branch or department can also influence the decision making process of the manager. In the chapter, the authors presented examples where this had become evident. One particular example provided was the different between French and Danish managers working for the same business organization.

In the example provided, the authors stated that the culture of the French people to be emotionally charged up when they are faced with situations that require them to make decisions as opposed to their Danish counterparts. As such, the French managers work within an environment where praise and recognition are given higher regard as compared to the working environment of Danish managers (Luthans & Doh 2008).

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