ORGANIZATION LEVEL DIAGNOSIS
ORGANIZATION LEVEL DIAGNOSIS
The Case Study
The development of the Autumn Leaves Aged Inc cannot be termed as a move that is unprofessional and unproductive. Setting up the entity was a brilliant idea by a Manager who was young enough to exploit all the available opportunities and maximize all the business ends to grow the company. However, series of considerations were not made. The manager, Ced, did not consider the basic fundamental requirements that were supposed to be initiated in order to ensure that the decision was made on mutual grounds that would minimize the overall risk of the investment.
Organizational Level Diagnosis
Inputs
Risks
Venturing into any business involves making viable risks that in most cases would lead to loosing huge sums of money. The first mistake made by Ced is that he was not ready to sit down and listen to advice from his board members. No one can dispute that he was young and energetic enough in a position to make decisions that would change the future of the company. However, teamwork is better when it comes to making business decisions.
Communication and Decision Making
Listening to the board members in this case would make an impact in a way that they would offer their varied views on the investment that was at hand. In this case, the manager of the company completely assumed the impact of decision making in organizations. Decision making must involve a series of stakeholders in the business. Making decisions single handedly increases the chances of making mistakes. Varied views offer a better platform for making the best decisions because diversity is upheld and different views offer the best decisions.
Involvement of Stakeholders
It is also important to involve the people who are next to the course of running a business in the process of decision making. In most cases, they are employees of the company. They offer the best decisions because they are next to the activities that take place. Therefore, the manager of the organization has a great idea of establishing the Autumn Leaves Aged Inc but for that case uses the wrong moves of executing his moves by kicking off with wrong decision making strategy.
Design Components
Consequences of Manager’s Rush Decisions
The manager of the organization Ced was also rush in expanding the business without giving it time to materialize and explore its full potential at the minimal level. He did not offer enough time for the business to grow and realize his consumers and potential. In this case, he went ahead to make wrong financial decisions in expanding the entity without exploring the market place. In the end, huge sums of money was being spend on a venture that had not been studied enough and had only been set up on the basis of assumptions.
Outputs
Outcome
The board is responsible for making good business decisions irrespective of the nature in which the business is being executed. They were not involved in ensuring that enough marketing research was done. There was no emphasis on marketing activities by the board which contributed highly to the flop of the venture. Therefore, they have to blame for the manner in which the marketing part of the business was conducted which contributed to the end of the business.
Alternative Tool Kit: Concept Fan
Conclusion
As the manager of the organization, I would explain to anyone as Ced that business involves making risks. In this case, if we have to succeed then we have to risk. No one has to take offence in trying and failing and it would provide a learning platform to avoid future mistakes.
Bibliography
Debondt, W. F., and R. H. Thaler. "Financial Decision-Making in Markets and Firms: A Behavioral Perspective." 1995.
Jr., Elias P., and Takashi Nanya. "A Hierarachical Adaptive Distributed System-Level Diagnosis Algorithm." IEEE Transactions on Computers, 1998. doi:10.1109/12.656078.
Zaphiris, Panayiotis, Andri Ioannou, Fernando Loizides, and Christina Vasiliou. "User Experience in Using Surface Computing for Collaborative Decision Making." 2013.
