Decision-Making and Entrepreneurship

Litson’s Cotton Yarn Manufacturing Company Case Study

In the case of Litson’s Cotton Yarn Manufacturing Company regarding employee raiding, I would analyze and describe the situation. According to Bateman & Snell (2014), the analysis would provide the objective of the meeting, procedures, risks, advantages and disadvantages of making the decision. Also, the analysis and description of the situation is to offer room for creative decision making from the other stakeholders. Importantly, the analysis and description of the situation must determine the urgency of the decision-making process. Secondly, I would structure the managerial decision process to understand the risk, uncertainty, conflict, and other elements associated with each decision. For example, the lack of structure in making managerial decisions presents programmed and non-programmed decisions. Analyzing both the uncertainty and risks prepares one to determine the probability of success during the decision-making process (Morgan, Henrion & Small, 1992). Also, preparing for psychological and interpersonal conflicts when making decisions is necessary. The next step is evaluating alternatives based on value and adequacy before developing contingency plans. To make the best decision, I would prefer a choice that is acceptable, and that optimizes the chance of achieving the intended objectives. However, this process is better passed through a group stage that offers excellent leadership skills, constructive conflict, and creativity.

In the meeting, I would say that Litson has not acted illegally in accepting applications from workers who worked in local industries. In this context, I would recommend a policy on how to tackle allegations of employee raiding. Therefore, I would recommend that Litson has a moral obligation to honor the applications of the newly hired workers irrespective of external demands from local industries. In any case, Litson can engage local industries into a financial compensation or settle for an industrial, legal action as a last resort. The most viable option is offering local industries with a partnership deal that will lead to outsourcing of functions or sharing of the workforce.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Bateman, T. & Snell, S. (2014). Management: Leading & Collaborating in a Competitive World. New York, NY: McGraw-Hill Education.

Morgan, M. G., Henrion, M., & Small, M. (1992). Uncertainty: a guide to dealing with uncertainty in quantitative risk and policy analysis. Cambridge: Cambridge University Press.

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