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