Outline and Discuss the Concept of Rapid, Volatile, Discontinuous Change and Its Impact on the Strategic Management of Organisations”.
The decision:
A driver refueled the wrong gas causing 8000 dollars fixed car in a food supply company. The company manager decided to reduce other part-time store assistants working hours for this loss rather than punished this driver. He used to own a small scale business which has been made acquisition. Indeed, He wins his reputation as sophisticated business man in this industry, especially in terms of sales. Head office used to recommend digging out this driver since he consumed too much money to fix company property. He refused companies advice with some words praising this driver. He made this decision based on the importance of driver. He made this decision quickly almost at the same day after he heard of this accident. Although this driver made severe mistakes for few times and unstable attendance, he still tried to keep this driver. In his mind, driver can make more profit than anyone else in the company, even through every store assistant works dedicated. Based on this perspective, he endured this driver making mistake continuously.
The outcome of this decision was that almost part-time staff began to resent this company. They thought this company had systematic and procedural problem. They were not only resisted this organizational change for ‘lost job’ but also thinking this decision from manager was unequal. The negative attitude towards work was spreading quietly. After few days, this driver still kept his irregularly attendance especially busy day. This manager seems did noting. He just seat at the office. One store man quitted his job since he was thinking this company is unfair treating. It was not to work for this company anymore. Others were more critical in this company. After few months, this driver left from this company. The manager had to seek another driver to fill in. Everything became potentially disorder. Analysis of the Decision:
Based on Simon (1957) stated that in real world, decision makers are of limited cognitive
A driver refueled the wrong gas causing 8000 dollars fixed car in a food supply company. The company manager decided to reduce other part-time store assistants working hours for this loss rather than punished this driver. He used to own a small scale business which has been made acquisition. Indeed, He wins his reputation as sophisticated business man in this industry, especially in terms of sales. Head office used to recommend digging out this driver since he consumed too much money to fix company property. He refused companies advice with some words praising this driver. He made this decision based on the importance of driver. He made this decision quickly almost at the same day after he heard of this accident. Although this driver made severe mistakes for few times and unstable attendance, he still tried to keep this driver. In his mind, driver can make more profit than anyone else in the company, even through every store assistant works dedicated. Based on this perspective, he endured this driver making mistake continuously.
The outcome of this decision was that almost part-time staff began to resent this company. They thought this company had systematic and procedural problem. They were not only resisted this organizational change for ‘lost job’ but also thinking this decision from manager was unequal. The negative attitude towards work was spreading quietly. After few days, this driver still kept his irregularly attendance especially busy day. This manager seems did noting. He just seat at the office. One store man quitted his job since he was thinking this company is unfair treating. It was not to work for this company anymore. Others were more critical in this company. After few months, this driver left from this company. The manager had to seek another driver to fill in. Everything became potentially disorder. Analysis of the Decision:
Based on Simon (1957) stated that in real world, decision makers are of limited cognitive