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November 11, 2013

Assignment On Comparison of Decision Making Practices of Manager between Service and Manufacturing Organization of Grameenphone

Grameenphone LTD.

COMPANY HISTORY

Grameenphone Limited is the leading mobile communication Company in Bangladesh; providing value added products and services to bring Quality of life. GP is the pioneer to bring in modern telecommunication Technology and introducing state of the art product and services in the telecom Industry in the country. It is a joint venture enterprise between Telenor (55.8%), the largest telecommunications service provider in Norway with mobile Phone operations in 12 other countries, and the Grameen Telecom Corporation (34.2% ), a non-profit sister concern of the internationally acclaimed micro-credit Pioneer Grameen Bank. The other 10% shares belong to general retail and Institutional investors. 

Quickly after its inception in 1997, GP Established itself as the leading mobile operator in the country by providing Superior coverage and better network quality perception than its competitors.

In the last 4 years, the market dominance of GP has slowly eroded through intense competition, falling from 63% in 2005 to about 44% (September 2010).


Address:
GPHOUSE
Bashundhara, Baridhara
Dhaka-1229
Phone- +88-02-9882990
Fax- +88-02-9882970
info@grameenphone.com
http://www.grameenphone.com

MISSION & V

ISION

 

Grameenphone Limited’s mission is to lead the industry and exceed customer expectations by providing the best wireless services, making life and business easier.

On the other about their vision they say; “we exist to help our customers get the full benefit of communications services in their daily lives. We want to make it easy for customers to get what they want, when they want it. We're here to help.”

 

PRESENT CONDITION

With a nationwide network that covers almost 100 percent of the population, Grameenphone Limited’s entire network is EDGE/GPRS enabled and so all our subscribers have access to the internet.
Ø  Workforce: more than 4,800 employees (March 2010)
Ø  Listed at Dhaka Stock Exchange and Chittagong Stock Exchange
Ø  Rated AAA for long term loan and ST-1 for short Term loan.
Ø  The largest Corporate Taxpayer in Bangladesh
Ø  Grameenphone Limited has a fully owned subsidiary named Grameenphone Limited IT Ltd.
Ø  Headquarters in Dhaka, Bangladesh
Grameenphone Limited has introduced many services like Community Information Center, Health line and Study line to reduce the digital divide in B
angladesh.

Its network covers over 99.14% of the population in all 64 districts of Bangladesh and 88.84% of the total land area, and the network infrastructure included around 114,000 TRXs in more than 7,200 base stations. Grameenphone Limited operates on both OSM 900 & 1800 bands with a bandwidth of 22MHz. The recent allocation of 7,4M1-lz to OP in addition to the 14.6MHz it already has will help to decrease the pressure on GPs network. OP has 11,300 base stations in over 6,500 locations across Bangladesh.


CONTRIBUTION TO THE ECONOMY


Grameenphone is the leading company in telecommunication industry. Recently Grameenphone Ltd. handed over a check of BDT 200 crores to the Chairman of the National Board of Revenue (NBR) as an installment of advance tax for FY 2010-11 on June 22, 2011. Gramophone has contributed significantly to the national exchequer since its inception. For the Fiscal Year 2010-11 Grameenphone has paid BDT 1,008 crores to the national exchequer as Income Tax only. For last three fiscal years Grameenphone was the highest income tax payer of the country. The total contribution by Grameenphone to Government Exchequer for this fiscal year up to March’11 was BDT 2,845 cores, on account of Income Tax, VAT, Duties and all other payments to different Government bodies. Since its inception, Grameenphone paid a total of BDT 19,446 crore to the national exchequer as of March 2011. Grameenphone has invested more than BDT 16,000 crores in Bangladesh since its inception.


GRASSHOPPER LTD.

COMPANY HISTORY

Grasshopper Limited is a pioneer manufacturing organization of fabrics & towel industry. It has started its journey since 13th June 2008 with the capital of BDT 880 only. Now its total paid up capital is about 25 Million and yearly growth is 167%. It is a concern of Ground Zero Group of Companies.

It is registered as a Joint Stock Company. It is doing its business activities Under the Dhaka City Corporation Ordinance 1983 (Ord. XL. Of 1983), Company Act 1994, Partnership Act 1932 and Factory Act 1965 of Peoples Republic of Bangladesh.

At present Grasshopper Limited has its corporate office at Dhaka which is the capital of Bangladesh, Regional Office at Narayanganj & two factories at Sirajgonj & khustia.


Address:
House 42, Road 06
Mohammadia Housing Society
Mohammadpur, Dhaka-1207
Bangladesh.
Phone: 88 01917960900
Email: g

http://www.groundzerogroupbd.com



MISSION & VISION

To achieve the maximum market share of Bangladesh and Middle East by selling most innovative and comfortable Fabrics and Towels.

PRESENT CONDITION

At present Grasshopper Limited is holding the 7.2% Market Share of consumer market, 83% of the corporate market and 2% of the international market. Its yearly turnover is about 56 Million. It has two successful factories. One is situated at Charharipur, Sirajgonj and another at Kumarkhali, Khustia.
It has a printing and packaging unit at Mohammadpur Dhaka and a Corporate Office at Dhaka. In a supply channel Grasshopper Limited is a Manufacturer and Wholesaler.


CONTRIBUTION TO THE ECONOMY

Grasshopper Limited is a very young company in Bangladesh but they already achieved the position of fastest growing business concern. They achieved 167% yearly growth in the fiscal year 2010-11. They paid 37.5% income tax on their net profit. They are also donating 15% of their Net Profit after TAX for the education of poor and illiterate children.


Chapter: 03 Theoretical Background
DECISION MAKING

Decision Making means the thought process of Selecting a logical choice from the available options. When trying to make a good decision, a person must weigh the positives and negatives of each option, and consider all the alternatives. For effective decision making, a person must be able to forecast the The outcome of each option as well, and based on all these items, determine which option is the best for that particular situation.

Logical decision making is an important part of all science-based professions, where specialists apply their knowledge in a given area to making informed decisions. For example, medical decision making often involves making a diagnosis and selecting an appropriate treatment. Some research using naturalistic methods shows, however, that in situations with higher time pressure, higher stakes, or increased ambiguities, experts use intuitive decision making rather than structured approaches, following a recognition primed decision approach to fit a set of indicators into the expert's experience and immediately arrive As a satisfactory course of action without weighing alternatives.


Decision making is an essential aspect of modern management. It is a primary function of management. A manager's major job is sound/rational decision-making. He takes hundreds of decisions consciously and subconsciously. Decision-making is the key part of manager's activities. Decisions are important as they determine both managerial and organizational actions. A decision may be defined as "a course of action which is consciously chosen from among a set of alternatives to achieve a desired result." It represents a well-balanced judgment and a commitment to action.
It is rightly said that the first important function of management is to take decisions on problems and situations. Decision-making pervades all managerial actions. It is a continuous process. Decision-making is an indispensable component of the management process itself.


Means and ends are linked together through decision-making. To decide means to come to some definite conclusion for follow-up action. The decision is a choice from among a set of alternatives. The word 'decision' is derived from the Latin words die size which means 'a cutting away or a cutting off or in a practical sense' to come to a conclusion. Decisions are made to achieve goals through suitable follow-up actions. Decision-making is a process by which a decision (course of action) is taken. Decision-making lies embedded in the process of management.

According to Peter Drucker, "Whatever a manager does, he does through decision-making". A manager has to take a decision before acting or before preparing a plan for execution. Moreover, his ability is very often judged by the quality of decisions he takes. Thus, management is always a decision-making process. It is a part of every managerial function. This is because action is not possible unless a firm decision is taken about a business problem or situation.
This clearly suggests that decision-making is necessary in planning, organizing, directing, controlling and staffing. For example, in planning alternative plans are prepared to meet different possible situations. Out of such alternative plans, the best one (i.e., a plan which most appropriate under the available business environment) is to be selected. Here, the planner has to take a correct decision. This suggests that decision-making is the core of the planning function. In the same way, decisions are required to be taken while performing other functions of management such as organizing, directing, staffing, etc. This suggests the importance of decision-making in the whole process of managing.

The effectiveness of management depends on the quality of decision-making. In this sense, management is rightly described as decision-making process. According to R. C. Davis, "management is a decision-making process." Decision-making is an intellectual process which involves the selection of one course of action out of many alternatives. Decision-making will be followed by the second function of management called planning. The other elements which follow planning are many such as organizing, directing, coordinating, controlling and motivating.

Decision-making has priority over planning function. According to Peter Drucker, it is the top management which is responsible for all strategic decisions such as the objectives of the business, capital expenditure decisions as well as such operating decisions as training of manpower and so on. Without such decisions, no action can take place and naturally the resources would remain idle and unproductive. The management decisions should be correct to the maximum extent possible. For this, scientific decision-making is essential.


DEFINIT
ION OF DECISION MAKING
The Oxford Dictionary defines the term decision-making as "the action of carrying out or carrying into effect".
According to Trewatha & Newport, "Decision-making involves the selection of a course of action from among two or more possible alternatives in order to arrive at a solution for a given problem".

DVANTAGE OF DECISION MAKING

Decision making is the primary function of management: The functions of management start only when the top-level management takes strategic decisions. Without decisions, actions will not be possible and the resources will not be put to use. This decision-making is the primary function of management.

Decision-making facilitates the entire management process: Decision-making creates a proper background of the first management activity called planning. Planning gives concrete shape to broad decisions about business objectives taken by the top-level management. In addition, decision-making is necessary while conducting other management functions such as organizing, staffing, coordinating and communicating.

Decision-making is a continuous managerial function: Managers working at all levels will have to take decisions as regards the functions assigned to them. Continuous decision making is a must in the case of all managers/executives. Follow-up actions are not possible unless decisions are taken.

Decision-making is essential to face new problems and challenges: Decisions are required to be taken regularly as new problems, difficulties and challenges develop before a business enterprise. This may be due to changes in the external environment. New products may come on the market, new competitors may enter the market and government policies may change. All this leads to changes in the environment around the business unit. Such change leads to new problems and new decisions are needed.

Decision-making is a delicate and responsible job: Managers have to take quick and correct decisions while discharging their duties. In fact, they pay for their skill, maturity and capacity of decision-making. Management activities are possible only when suitable decisions are taken. Correct decisions provide opportunities of growth while wrong decisions lead to loss and instability to a business unit.


TYPES OF DECISION MAKING
Basically there are two types of decisions.
Programmed Decisions
Non-programmed Decisions


PROGRAMMED DECISION
Programmed decisions are made in routine, repetitive, well-structured situations with predetermined decision rules. These may be based on habit, or established policies, rules and procedures and stem from prior experience or technical knowledge about what works or does not work in a given situation.
For example, organizations often have standardized routines for handling customer complaints or employee discipline. Decisions are programmed to the extent that they are repetitive and routine and that a definite approach has been worked out for handling them. Because the problem is well-structured, the manager does not have to go to the trouble and expense of working through an involved decision making process.


NON-PROGRAMMED DECISION

Non-programmed decisions are unique decisions that require a 'custom made' solution. This is when a manager is confronted with an ill-structured or novel problem and there is no 'cut and dried solution'. The creation of a marketing strategy for a new service represents an example of a non-programmed decision. IBM Australia's introduction of a personal computer in the 1980s was unlike any other decision the company had previously made.


THERE ARE VARIOUS TYPES OF DECISION MAKINGS TOO:

Irreversible

The first kind of decision a manager might face is an irreversible one. Such decisions cannot be undone or changed. Once NASA pushes the launch button, there is no turning back.

 

Reversible

A reversible decision can be changed or totally revoked at any time if it is deemed to be a mistake. For example, Coca-Cola discontinued "New Coke" with a new formula was reintroduced Classic Coke to the market.

 

Experimental

Experimental decisions cannot be finalized until the results of the preliminary data are in. NASA will not proceed with its plan to build a station on the moon until early missions reveal if scientists can find or make water there.

 

Trial and Error

Through trial and error, the knowledge gained from mistakes is used to fine-tune the proper course. Early choices might be blind or wild guesses, but eventually things become clearer. Developing medical vaccines and trying out new techniques or formulas on lab animals first may point the way to, or away from, a hypothesized resolution.

Conditional

A conditional decision remains effective as long as no external factors develop that make it unwise or no longer useful, at which point managers change the decision. This is common in business and politics. Foreign policy that does not get the presumed result from another nation will be altered. Bank A may decide to close on Saturdays to save money, hoping Bank B will follow; if it doesn't, Bank A opens on Saturdays again.

 

Authoritative

In the authoritative style of decision making, the decision comes from the top in a decisive way. When the CEO, the president or other leader has all the facts and is the undisputed expert on the topic or situation, he can arrive at a decision effectively. If there is untapped expertise or additional information available elsewhere, this kind of decision making process may not provide the best results. Worse yet, if a leader is power-driven or uses decisions to increase his power, the efficacy of this process may deteriorate rapidly.

 

Facilitative

The facilitative process is a joint collaboration of the leader and his subordinates. Often, the department heads and employees may have first-hand knowledge, experience and expertise that can enhance the decision making process. The first phase involves a presentation of information, perhaps with persuasive appeals, followed by a deliberative phase. Finally, a group arrives at a consensus jointly in the form of a final decision. The U.S. Supreme Court uses a modified facilitative approach.

Consultative

A consultative style of decision making is similar to the first phase of the facilitative style, with the authoritative style coming in at the end. A leader may ask for advice from his subordinates or outside sources; however, in the end, he is the sole decision maker.

 

Delegate

Sometimes a leader may use the delegate style of decision making to pass off the responsibility for the decision to a subordinate or subordinate. This may be wise if the subordinate or team of subordinates has the greatest expertise, but managers normally reserve this for the lesser decisions involved with the everyday management of systems in a large organization.


DECISION MAKING UNDER DIFFERENT CONDITIONS


The conditions for making decisions can be divided into three types, certainty, uncertainty and risk.

1. DECISION MAKING UNDER CERTAINTY

We experience certainty about a specific question when we have a feeling of complete belief or complete confidence in a single answer to the question.
Decisions such as deciding on a new carpet for the office or installing a new piece of equipment or promoting an employee to a supervisory position are made with a high level of certainty.
While there is always some degree of uncertainty about the eventual outcome of such decisions there is enough clarity about the problem, the situation and the alternatives to consider the conditions to be certain.

2. DECISION MAKING UNDER UNCERTAINTY

A decision under uncertainty is when there are many unknowns and no possibility of knowing what could occur in the future to alter the outcome of a decision. We feel uncertainty about a situation when we can't predict with complete confidence what the outcomes of our actions will be. We experience uncertainty about a specific question when we can't give a single answer with complete confidence.
Launching a new product, a major change in marketing strategy or opening your first branch could be influenced by such factors as the reaction of competitors, new competitors, technological changes, and changes in customer demand, economic shifts, government legislation and a host of conditions beyond your control.
These are the type of decisions facing the senior executives of large corporations who must commit huge resources.
The small business manager faces, relatively, the same type of conditions which could cause decisions that result in a disaster from which he or she may not be able to recover.

3. DECISION MAKING UNDER RISK

In a risk situation, factual information may exist, but it may be incomplete. To improve decision making, one may estimate the objective probabilities of an outcome by using, for example, mathematical models. On the other hand, subjective probability, based on judgment and experience, may be used. Fortunately, there are a number of tools available that helps make more effective decisions.


STEPS INVOLVED IN DECISION MAKING PROCESS

Decision-making involves a number of steps which need to be taken in a logical manner. This is treated as a rational or scientific 'decision-making process' which is lengthy and time consuming. Such lengthy process needs to be followed in order to take rational/scientific/result oriented decisions. Decision-making process prescribes some rules and guidelines as to how a decision should be taken / made. This involves many steps logically arranged. It was Peter Drucker who first strongly advocated the scientific method of decision-making in his world famous book 'The Practice of Management' published in 1955. Drucker recommended the scientific method of decision-making which, according to him, involves the following six steps:


1.                                                               Defining / Identifying the managerial problem
2.                                                               Analyzing the problem
3.                                                               Developing alternative solutions
4.                                                               Selecting the best solution out of the available alternatives
5.                                                               Converting the decision into action
6.                                                               Ensuring feedback for follow-up

The figure given below suggests the steps in the decision-making process:-


1                    Identifying the Problem: Identification of the real problem before a business enterprise is the first step in the process of decision-making. It is rightly said that a problem well-defined is a problem half-solved. Information relevant to the problem should be gathered so that critical analysis of the problem is possible. This is how the problem can be diagnosed. Clear distinction should be made between the problem and the symptoms which may cloud the real issue. In brief, the manager should search the 'critical factor' at work. It is the point at which the choice applies. Similarly, while diagnosing the real problem the manager should consider causes and find out whether they are controllable or uncontrollable.

2                    Analyzing the Problem: After defining the problem, the next step in the decision-making process is to analyze the problem in depth. This is necessary to classify the problem in order to know who must take the decision and who must be informed about the decision taken. Here, the following four factors should be kept in mind:


·         Future of the decision,
·         The scope of its impact,
·         A number of qualitative considerations involved, and
·         Uniqueness of the decision.


Collecting Relevant Data: After defining the problem and analyzing its nature, the next step is to obtain the relevant information/ data about it. There is information flood in the business world due to new developments in the field of information technology. All available information should be utilized fully for analysis of the problem. This brings clarity to all aspects of the problem.


Developing Alternative Solutions: After the problem has been defined, diagnosed on the basis of relevant information, the manager has to determine available alternative courses of action that could be used to solve the problem at hand. Only realistic alternatives should be considered. It is equally important to take into account time and cost constraints and psychological barriers that will restrict that number of alternatives. If necessary, group participation techniques may be used while developing alternative solutions as depending on one solution is undesirable.


Selecting the Best Solution: After preparing alternative solutions, the next step in the decision-making process is to select an alternative that seems to be more rational for solving the problem. The alternative thus selected must be communicated to those who are likely to be affected by it. Acceptance of the decision by group members is always desirable and useful for its effective implementation.


Converting Decision into Action: After the selection of the best decision, the next step is to convert the selected decision into an effective action. Without such action, the decision will remain merely a declaration of good intentions. Here, the manager has to convert 'his decision into 'their decision' through his leadership. For this, the subordinates should be taken in confidence and they should be convinced about the correctness of the decision. Thereafter, the manager has to take follow-up steps for the execution of the decision taken.


Ensuring Feedback: Feedback is the last step in the decision-making process. Here, the manager has to make built-in arrangements to ensure feedback for continually testing actual developments against the expectations. It is like checking the effectiveness of follow-up measures. Feedback is possible in the form of organized information, reports and personal observations. Feedback is necessary to decide whether the decision already taken should be continued or be modified in the light of changed conditions.

Every step in the decision-making process is important and needs proper consideration by managers. This facilitates accurate decision-making. Even quantitative techniques such as CPM, PERT/OR, linear programming, etc. are useful for accurate decision-making. Decision-making is important as it facilitates the entire management process. Management activities are just not possible without decision-making as it is an integral aspect of management process itself. However, the quality of decision-making should be always superior as faulty/irrational decisions are always dangerous.
           

Various advantages of decision-making (already explained) are easily 'available when the entire decision-making process is followed properly. Decisions are frequently needed in the management process. However, such decisions should be appropriate, timely and rational. Faulty and hasty decisions are wrong and even dangerous. This clearly suggests that various advantages of decision-making are available only when scientific decisions are taken by following the procedure of decision-making in an appropriate manner.



For accurate/rational decision-making attention should be given to the following points:


1)                  Identification of a wide range of alternative courses of action i.e., decisions. This provides a wide choice for the selection of suitable decision for follow-up actions.
2)                  A careful consideration of the costs and risks of both positive and negative consequences that could follow from each alternation.
3)                  Efforts should be made to search for new information relevant to further evaluation of the alternatives. This is necessary as the quality of the decision depends on the quality of information used in the decision-making process.
4)                  Reexamination of the positive and negative effects of all known alternatives before making a final selection.
5)                  Arrangements should be made for implementing the chosen course of action including contingency plans in the event that various known risks were actually to occur.
6)                  Efforts should be made to introduce creativity and rationality in the final decision taken.




RELATIONSHIP BETWEEN PLANNING AND DECISION-MAKING



There is a close relationship between planning and decision-making. Decision-making has priority over planning function. It is the starting point of the whole management process. In fact, decision-making is a particular type of planning. A decision is a type of plan involving commitment of resources for achieving specific objectives. According to Peter Drucker, it is the top management which is responsible for all strategic decisions such as the objectives of the business, capital expenditure decisions as well as operating decisions such as training of manpower and so on. Without management decisions, no action can take place and naturally the resources would remain idle and unproductive. The management decisions should be correct to the maximum extent possible. For this, scientific decision-making is essential.

In order for a manager to evaluate his decision, he needs to gather information to determine its effectiveness. Was the original problem resolved? If not, is he closer to the desired situation than he was at the beginning of the decision-making process?



If a manager's plan hasn't resolved the problem, he needs to figure out what went wrong.

A manager may accomplish this by asking the following questions:

Was the wrong alternative selected? If so, one of the other alternatives generated in the decision-making process may be a wiser choice.
Was the correct alternative selected, but implemented improperly? If so, a manager should focus attention solely on the implementation step to ensure that the chosen alternative is implemented successfully.
Was the original problem identified incorrectly? If so, the decision-making process needs to begin again, starting with a revised identification step.
Has the implemented alternative been given enough time to be successful? If not, a manager should give the process more time and re-evaluate at a later date.


Chapter 4: Analysis

DECISION MAKING PRRACTISE OF GRAMEENPHONE LTD.

Grameenphone Ltd. is a leading organization in telecom industry of Bangladesh. They always emphasize the customer’s satisfaction and brand value during taking any kinds of decision. They always maintain a balance between these two factors in all the time.

After surveying their organization and taking an interview of their strategy director; here we are showing their decision making practice with an example:


Suppose they want to launce a new value added service for their users, now they want at least 3 advertising media to publish the package.



Fact
Want at least 3 media for advertising
Decision Criteria
Coverage
Effectiveness
Costing
Brand Status
Advertised Duration
Developing Alternatives
Option 1 # Newspaper
Option 2 # Television
Option 3 # Billboards
Option 4 # Posters
Option 5 # Radio
Option 6 # Road Campaign
Option 7 # Banners





Analyzing Alternatives:
Options
Coverage
Effectiveness
Costing
Brand Status
Duration
Total
Newspaper
10
10
6
10
5
41
Television
10
10
6
10
10
46
Billboards
7
7
8
10
10
42
Posters
8
5
9
8
6
36
Radio
4
5
9
8
3
29
Road Campaign
4
7
10
5
6
32
Banners
6
5
10
4
4
29

In that case Grameenphone Ltd. will select Newspaper, TV and Billboards for their advertisement because they have the maximum brand value and effectiveness.





DECISION MAKING PRRACTISE OF GRASSHOPPER LTD.


Grasshopper Limited is a manufacturing organization. They always emphasize the production factor and as well as customer’s demand during taking any kinds of decision. They always maintain a balance between these two factors in all the time.

After surveying their organization and taking an interview of their managing director; here we are showing their decision making practice with an example:


Suppose they want to buy new 10 looms for their factory unit.


Fact
Want to buy 10 new machines.
Decision Criteria
Output
Price
Product Origin
Lifetime
Operation Comfortably
Maintenance
Allocating Weights To Criteria
Output – 10
Price – 5
Product Origin – 2
Lifetime – 8
Operation Comfortably – 3
Maintenance – 2
Developing Alternatives
Option 1 # Shenjhen (China)
Option 2 # Juki (Japan)
Option 3 # Almond (Germany)
Option 4 # Sinoconan (Korea)
Analyzing Alternatives
Shenjhen (China) – Price/Output
Juki (Japan) – Lifetime/Output
Almond (Germany) – Operation Comfortably
Sinoconan (Korea) - Maintenance
Selecting an Alternative
The JUKI from Japan is the Best.
Implementation
Buying 10 machines of JUKI from JAPAN.



COMPARISON OF DECISION MAKING PRACTICE OF MANAGERS BETWEEN ABOVE COMPANIES



Good decision making is required for successful managing. Today decision making is being pushed further and further down the ranks. So a manager must supervise those under him or her in the science of decision making.

Service oriented and manufacturing both are different from each other. They are managerial process are also different. The Decision making process between these two types of organization is almost similar but they have some difference too. Earning Profit and Increasing Shareholder’s Wealth so both organizations wants to take the most effective decision.

Here we described some difference between the decision making process between a service oriented organization and a manufacturing organization.


A service oriented organization always wants to take the most effected decision which has the maximum brand value and on the other hand a manufacturing organization always wants to take the most effective decision can increase the production and can satisfy customer’s demand.


A service oriented organization always wants to satisfy his customer by their service so that they always take the decision which can give fast output. On the other hand a manufacturing organization wants the maximum stability with maximum sustainable product in market, so that they take the decision which has maximum future value.


Chapter 5: Findings

We learned the followings from the above discussion:

Ø  We learned that ‘most effectiveness’ is the ultimate goal of a new decision.

Ø  The decision making of a manager of a service oriented organization and a manufacturing organization is almost same but they have a little bit different too.

Ø  Holding the sustainability is the main considerable fact during decision making of a manufacturing organization.

Ø  Customer satisfaction and branding is the main considerable fact during decision making of service providing organization.

Ø  How can a manager of a manufacturing organization make new decisions easily?

Ø  How can a manager of a service oriented organization make new decisions easily?

Ø  Time value is also a major considerable matter in decision making.

Ø  Analyzing the alternatives is the most important step in the decision making process.






Chapter 5: Conclusion

By researching on ‘Comparison of Decision Making Practices of Manager between Service and Manufacturing Organization’ with of Grameenphone limited & Grasshopper Ltd. we gathered knowledge exclusively because both are the leading company  of different sector of Bangladesh. Grameenphone has a bigger management team & a huge resource in all over Bangladesh and on the other hand Ground Zero is operating an exclusive production unit of fabrics in Bangladesh. They are managing them successfully by using their best efficient decision making strategy.

As a student of business administration we feel very interesting when we were making this assignment. We are grateful to our group members for co-operation with each other. And finally a special thank to our course instructor Ms. Rumana Afroze  for giving us the opportunity to making this assignment.


Reference

PERSONAL CONTACT

Tarek Abdullah Al Munim
Deputy Manager
Strategy & Corporate Communication
Grameenphone Limited.

M. Mahmudur Rashid
Managing Director
Grasshopper Ltd.
(Ground Zero Group of Companies)


BOOKS

MANAGEMENT – Sixth Edition, James A.F. Stoner, R Edward Freeman, Daniel A. Gilbert. Jr.
MANAGEMENT – 9th Edition, Ricky W. Griffin
MANAGEMENT – Eleventh Edition, Heienz Weihrich & Harold Koontz
MANAGEMENT – International Edition (eighth edition), Stephen P. Robbins & Mary Coulter

PERSONAL CONTACT

http://www.groundzerogroupbd.com/gzero_main.html
http://www.grameenphone.com
http://www.businessdictionary.com/definition/decision-making.html
http://kalyan-city.blogspot.com/2010/06/decision-making-process-in-management.html
http://www.ehow.com/list_6686621_types-decision-making-management.html
http://www.buzzle.com/articles/types-of-decision-making.html
http://managementinnovations.wordpress.com/2008/12/08/types-of-decisions-decision-making-process/


Appendix
Following questionnaires are answered by Mr. Tareek Abdullah Al Munim, the head of the strategy department of Grameenphone Ltd.


Statement
Agreement
1
2
3
4
5
When I make decisions, I tend to rely on my intuition.


Y


I rarely make important decisions without consulting other people.
F




When I make a decision, it is more important for me to feel the decision is right than to have a rational reason for it.



Y

I double-check my information sources to be sure I have the right facts before making decision.




Y
I use the advice of other people in making important decisions.




Y
I put off making decisions because thinking about them makes me uneasy.
Y




I make decision in a logical and systematic way.




Y
When making decisions I do what feels natural at the moment.

Y



I generally make slap decisions.

Y



I like to have someone steer me in the right direction when I am faced with important decisions.



Y

My decision making requires careful thought.




Y
When making a decision, I trust my inner feelings and reaction.



Y

When making a decision, I consider various options in terms of a specific goal.



Y

I avoid making important decisions until the pressure is on.
Y




When making decisions, I rely upon my instincts


Y


I often make impulsive decision.

Y



I generally make decisions that feel right to me.

Y



I often need the assistance of other people when making important decisions.




Y
I often make decisions on the spur of the moment.



Y

I often put off making important decisions.
Y




If I have the support of others, it is easier for me to make important decisions.



Y

I generally make important decisions at last minute.

Y



I make quick decisions.



Y


1 = strongly disagree
2 = disagree
3 = neutral (neither agree nor disagree)
4 = agree
5 = strongly agree


Following questionnaires are answer by Mr. M. Mahmudur Rashid, the managing director of Grasshopper Ltd.

Statement
Agreement
1
2
3
4
5
When I make decisions, I tend to rely on my intuition.

Y



I rarely make important decisions without consulting other people.
Y




When I make a decision, it is more important for me to feel the decision is right than to have a rational reason for it.


Y


I double-check my information sources to be sure I have the right facts before making a decision.




Y
I use the advice of other people in making important decisions.




Y
I put off making decisions because thinking about them makes me uneasy.
Y




I make decisions in a logical and systematic way.




Y
When making decisions I do what feels natural at the moment.

Y



I generally make slap decisions.
Y




I like to have someone steer me in the right direction when I am faced with important decisions.



Y

My decision making requires careful thought.




Y
When making a decision, I trust my inner feelings and reaction.


Y


When making a decision, I consider various options in terms of a specific goal.



Y

I avoid making important decisions until the pressure is on.
Y




When making decisions, I rely upon my instincts


Y


I often make impulsive decision.

Y



I generally make decisions that feel right to me.

Y



I often need the assistance of other people when making important decisions.




Y
I often make decisions on the spur of the moment.



Y

I often put off making important decisions.
Y




If I have the support of others, it is easier for me to make important decisions.




Y
I generally make important decisions at the last minute.


Y


I make quick decisions.


Y



1 = strongly disagree
2 = disagree
3 = neutral (neither agree nor disagree)
4 = agree
5 = strongly agree

1 comment:

  1. Planning and decision making is the most important step of all managerial functions. There are many relationship between decision making and planning.

    ReplyDelete