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decision making
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المملكة العربية السعودية
وزارة التعليم
الجامعة السعودية اإللكترونية
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 2
Decision Making and Problem Solving (MGT 312)
Due Date: End of Week 09, 30-03-2024
Course Name: Decision Making and Problem Student’s Name:
Solving
Course Code: MGT312
Student’s ID Number:
Semester: Second
CRN:
Academic Year:2023-24; SECOND SEMESTER
For Instructor’s Use only
Instructor’s Name: Lujain Miralam
Students’ Grade:
/ 10
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
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The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented; marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
1. Describe decision making process for complex issues pertaining to business
environment both internally and externally. (C.L.O :1.1)
2. Demonstrate decision tools and employ appropriate analytical business models to
break down complex issues. (C.L.O :2.2)
3. Explain and apply critical thinking and cognitive psychology as it pertains to
analyze and synthesize information for problem solving and decision making.
(C.L.O :2.1)
Case Study:
Musab Ahmed, a hardworking family man, invested the money he inherited from his late father
in property. With the grace of Allah and the fruitful opportunities of growth in his country,
his construction company ‘Consortia’ quickly blossomed to become one of the biggest
names in property development. He used his good fortune to bankroll his increased real estate
investments in the country. Being a visionary, he established his construction company with
the goal of one day passing it down to his children and continuing the family legacy. Musab
had a total of four children. Anwar, his eldest son, was from his deceased first wife, while his
two other sons, Khurshed and Arshad, and his only daughter Shifa were mothered by his second
and current wife.
Anwar, being the eldest, joined the family business shortly after obtaining his university degree.
He quickly learned the ins and outs of the business and took his place as the father’s right hand.
Khurshed and Arshad who both acquired university degrees abroad, to the father’s surprise, did
not show as much enthusiasm in the family business as their brother Anwar. The
environmentally conscious Arshad decided to pursue a master’s degree in environment
application. While his elder brother Khurshed had no interest in the family business at all and
followed his passion for literature in a career in academia.
Meanwhile, Shifa, the only daughter of Musab, was the most eager child from his second wife
to join the family business. Despite her qualification and willingness to work, Musab decided
she was best suited to head the marketing department, without a seat on the Board, and no
power to make executive decisions regarding the family business. Her mother Aisha kept reassuring
Shifa to be patient and that her time would come. Aisha believed that her daughter should be given
the same opportunities as her sons. After eight years of Anwar running the family business
with his father, Arshad returned from abroad ready and excited to apply his newly acquired,
environmentally conscious ideas to the family business.
Anwar and his father rarely ever disagreed. He believed the way the business has been run since
its establishment produced excellent results so far and did not require changing. While
Anwar’s views were in line with his father’s, Arshad would regularly suggest more innovative
ideas and methods in running the business. His father appreciated Arshad’s initiative.
However, Anwar, who was more skeptical, believed Arshad was too inexperienced to be
pitching such drastic changes.
This frustrated Arshad and he began to feel resentful towards Anwar. Arshad believed Anwar
influenced his father’s perception of Arshad’s ideas to be inapplicable and unrealistic.
Furthermore, Arshad was convinced that their father favoured Anwar, being his eldest son from
his first wife, and that they were not giving his ideas the consideration they deserved.The
father caught his sons arguing from time to time but didn’t take it too seriously. After all, they
were family and all it took were a few words from him and they would immediately stop for his
sake.
A few years later, Musab fell ill. Due to his worsening condition, his doctors and children
urged him to step aside from the management of the family business and retire. Musab,
however, found it difficult to let go due to the differences between his sons. He was very
much aware of Anwar’s experience and market expertise, but he also appreciated Arshad’s
drive and innovative ideas. The father believed that Anwar and Arshad could build a strong
team if only they learned to work together. However, despite his best efforts, it was futile due
to their differences.
The brothers developed the habit of not openly voicing their concerns or feelings at work. As
the years went by and the father’s condition deteriorated further, Anwar and Arshad did their
best to suppress their negative feelings in order not to upset their father during this sensitive
time. Often, they went out of their way to avoid further confrontations in their father’s
presence. Consequently, they brought their grievances home with them. Anwar would often
complain to his wife of Arshad’s inexperience and immature attitude. While Arshad would tell
his sister Shifa about Anwar’s patronizing and stubborn nature. Their unresolved feelings lead
to heightened tension during family gatherings, but both chose to avoid confrontation, and
neither would acknowledge the situation.
In the meantime, Shifa’s frustration mounted.This was as a result of her father’s previous
decision to outcast her from the executive board grew larger. Not only did she feel that her dad
believed her inputs were not as valuable as that of her brothers, but she also agreed with
Arshad’s opinion of Musab favouring Anwar due to hierarchy. Aware of her position, she
would also regularly advise Arshad on key matters regarding the business that Arshad would
then voice during executive meetings for his father’s approval. Needing Arshad as a
spokesperson of her business ideas, Shifa continuously tried to defuse the situation and calm down
frustrated Arshad from leaving the business.
Tensions heightened as Arshad continued to feel his ideas of reform were being overlooked
and under-appreciated in the family business. Eventually, with his father’s blessing, he was
permitted to pursue them independently. Arshad began to invest in a side business involving
renewable energy materials in construction with the family business. The new venture was set up
with Arshad as a majority shareholder of 51% of the total shares, while his father owned the
remaining 49% of the business.
Read the above case study and answer the following questions:
Q1: Writ the problem statement which should include the followings: [Marks 5]
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the clear concise description and summary of the problem,
scope of the problem,
consequences of the problem,
the methods for resolving the problem in the above case?
Q2: Develop a mind map for decision making,
[2 Marks]
Q3: Write all the alternative choices of your decision.
[Mark 1]
Q4: Make a decision and write the conclusion.
[Marks 2]
Answers
1. Answer2. Answer3. Answer4. Answer5. Answer-
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