...Decisions Making Analysis Discussion Summary Maceline Michaud MGT230 July 6, 2015 Kathleen Dominick Decisions Making Analysis Discussion Summary To make a decision, you must face the reality of the current situation. Anne Mulcahy had to do so for Xerox when she step in as a CEO. Xerox was facing a possible bankruptcy and Mulcahy dove in to help the company rebuild again. Mulcahy had a vision and it was to keep the corporate culture intact. It was not an easy task as decisions had to be made. Clearly the CEO used the different stages of decision making to help Xerox to rebuild again without having to file bankruptcy. The stages of decision making are identifying and diagnosing the problem, generating alternative solutions, evaluating alternatives, making the choice, implementing the decision and evaluating the decision. Anne Mulcahy identified and diagnosed the problem of Xerox, which was expenses were too high, the profit margins were simply too low to return to profitability and the company had a debt of $18 billion. Bankruptcy was never a solution for the company and Mulcahy stated George (2008), “Bankruptcy is never a win” (para. 4). Generating and evaluating alternative solutions for Xerox was the key to rebuilding. Anne Mulcahy confronted the infrastructure by selling off pieces of Fuji Xerox, the company’s crown jewel and farmed out manufacturing to Flextronics. She also eliminate 28,000 jobs and billions in expenses which were...
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...Decision Making Analysis Discussion Summary MGT/230 November 2, 2015 Anne Mulcahy, former president, current CEO of Xerox, started out earning a degree in English from Marymount College in New York. Anne originally wanted to be an editor like her father. However, her older brother, who worked at Xerox, convinced her to join there instead. After years of dedicated work, she looked at her company like it was a family. Needless to say, this caused her to make some hard choices over the years. When it looked as if the company was going under. When the company was knocking on bankruptcy's door, then things got worse when the SEC began investigating accounting practices, which caused Xerox a fine of Ten million dollars. Action had to be taken and Anne stepped up to do so. She cut one billion dollars by cutting jobs and selling off divisions, and ending certain projects. This obviously was a hard decision to make. This company was a family to her, it was important to save it. Save the jobs of the entire company, but cutting only a portion. This includes the even shutting down the Deskjet printer division she started. With hard work, progressive thinking and decision-making, Anne was able to save the company through a risky gamble. She saw this company needed to change, she knew the best way was for a complete transformation. She sorted out the printers and functions nobody wanted, she started putting money into new technology, like color digital printing and consulting services...
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...Antron Davis MGT/230 Instructor: Robert Preble 01/19/2015 I and my teammates discussed about Xerox CEO: Anne Mulcahy. We talked about the tough decision faced by the CEO of Xerox, Anne Mulchany. We discussed about several striking moves that XEROX made beneath leadership of Mulcahy. She had to construct a lot of harsh decisions exactly out of the gate. A CEO throughout a crisis, constructs several decisions, a number of them turn wrong. While a number of decisions have unconstructive outcomes, Mulcahy believes you learn from them and construct improved choices subsequent time. When Mulcahy become the CEO in 2001, Xerox was tottering on the brink of bankruptcy of Chapter 11. The corporation had over $17 billion in debt and had accounted losses in all of the previous six years. A fresh reorganization of the sales force of company' had not gone as per to plan. Customers were sad and the financial system had started to weaken. Above all of that, Xerox established itself in the center of a extended inquiry by the Securities and Exchange Commission of accounting indecency in its unit of Mexico. Mulcahy is recognized for being a practical, extremely reachable leader with exceptional skills of communication. She made remarkable business and staff cuts. She brings in a new CFO. She met up with several customers. As well, she acquired her people centered on growth and turnaround, which she states is the work of leadership. Mulcahy and her team from the beginning formulated a bold...
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...of quantitative techniques in business decision-making. The course covers linear programming models and its special algorithms; network (PERT/CPM) models; decision-making theories and processes; and decision tree construction and analysis. LEARNING OUTCOMES (LO): On completion of the course, the student is expected to be able to do the following: |ELGA |LEARNING OUTCOME | |Effective communicators |To present in class the application of quantitative techniques to management decision | | |models through case analysis | |Critical and creative thinkers |To develop analytical thinking and proper reasoning in the application of quantitative | | |techniques to management decision models | | |To acquire the essential skills for the proper use of quantitative techniques in | | |business decision-making | |Technically proficient and competent |To identify the various mathematical tools used in business decision-making | |professionals and leaders...
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...provides adequate articulation of response. A1. Decision Alternative The candidate presents 0–1 appropriate possible decision alternatives to address the problem regarding the whistles. The candidate presents 2 appropriate possible decision alternatives to address the problem regarding the whistles. The candidate presents 3 appropriate possible decision alternatives to address the problem regarding the whistles. A1a. Alternative Process The candidate does not provide a logical explanation of the process that was used for selecting each alternative. The candidate provides a logical explanation, with insufficient detail, of the process that was used for selecting each alternative. The candidate provides a logical explanation, with sufficient detail, of the process that was used for selecting each alternative. A1b. Alternative Advantages and Disadvantages The candidate does not provide a logical discussion of the advantages and disadvantages of each alternative. The candidate provides a logical discussion, with insufficient detail, of the advantages and disadvantages of each alternative. The candidate provides a logical discussion, with sufficient detail, of the advantages and disadvantages of each alternative. A1c. Alternative Considerations The candidate does not provide a logical discussion of the financial, legal, and ethical considerations of each alternative. The candidate provides a logical discussion, with insufficient detail, of the financial, legal...
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...science (10th ed.). Upper Saddle River, NJ: Pearson/Prentice Hall. | |Treeplan add-on for Excel. This software is available in the Open Lab at Strayer campuses, and can also be downloaded from the textbook's | |companion Website. http://wps.prenhall.com/bp_taylor_introms_10/112/28870/7390752.cw/-/7390754/index.html | | | |COURSE DESCRIPTION | |Applies quantitative methods to systems management (Decision Theory), and / or methods of decision-making with respect to sampling, | |organizing, and analyzing empirical data. | |COURSE OUTCOMES | |Upon the...
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...1 McKinsey Global Survey Results McKinsey Global Survey Results: How companies make good decisions How companies make good decisions Companies get a lot of advice about how to make good decisions. Which decision-making disciplines really make a difference? Do strong decision-making processes lead to good decisions? This McKinsey survey highlights several process steps that are strongly associated with good financial and operational outcomes. In the survey, we asked executives from around the world about a specific capital or human-resources decision their companies made in the course of normal business. We learned who was involved, what drove the decisions, how deep the analysis was, how unfettered the discussions, and how and where politics were involved. Respondents also described the financial and operational outcomes of the decisions.1 The results highlight the hard business benefits—such as increased profits and rapid implementation—of several decision-making disciplines. These disciplines include ensuring that people with the right skills and experience are included in decision making, making decisions based on transparent criteria and a robust fact base, and ensuring that the person who will be responsible for implementing a decision is involved in making that decision. Finally, although corporate politics sometimes seems to undermine strong decision making, some types of consensus-building and alliances apparently can help create good outcomes. 1 The survey...
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...Guide to Case Analysis A case presents a situation involving a managerial problem or issue that requires a decision. Typically, cases describe a variety of conditions and circumstances facing an organization at a particular time. This description often includes information regarding the organization's goals and objectives, its financial condition, the attitudes and beliefs of managers and employees, market conditions, competitors' activities, and various environmental forces that may affect the organization's present or proposed marketing strategy. Your responsibility is to carefully sift through the information provided in order to identify the opportunity, problem, or decision facing the organization; to carefully identify and evaluate alternative courses of action; and to propose a solution or decision based on your analysis. This guide provides an overview of the case method. It begins with a discussion of the role that cases play in the teaching/learning process. This is followed by a series of guidelines for case analysis. After carefully reading this material, you should be prepared to tackle your first case analysis. Even if you have had previous experience with cases, this guide will provide a useful review. Why Cases? • The case method differs substantially from other teaching/learning approaches such as lectures and discussion. Lecture- and discussion-oriented classes provide students with information about concepts, practices, and theories. In contrast...
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...materials that represent a variety of industries and employ a variety of media, the primary goal is to help provide you with concepts and tools that will be broadly applicable. More specifically, the course has two primary objectives: To develop your marketing decision-making skills. You should leave the course with a well-developed ability to: - analyze the marketing and business environment in which an organization is operating and identify the primary marketing problems facing the firm, - prioritize these problems and select the key issue to be addressed, - develop compelling and creative strategies for solving these problems, and - make tactical decisions that will achieve the strategy that you have selected and, thereby, solve the problems you have identified. To provide you with a set of concepts and tools that can support your decision-making. Fundamental concepts of marketing (such as marketing disciplines, segmentation, targeting, and positioning, customer satisfaction, perceived value, etc.) will be presented to assist you in both identifying problems and developing strategies. In addition, tools that are useful in making a number of specific decisions (e.g., laddering to achieve a stronger positioning in consumers’ minds) will be presented. As we pursue these objectives, you will become acquainted with a range of institutional marketing knowledge, practice, and...
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... |Management | | | | | Course Description This course applies the tools available to University of Phoenix graduate students and the competencies of successful managers to understand the functions of business. Students develop an increased awareness of their own perceptions and values in order to manage and communicate with others more effectively. Other topics include MBA program goals, argument construction, decision making, collaboration, and academic research. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the...
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...Course Outline School: Department: Course Title: Course Code: Course Hours/Credits: Prerequisites: Co-requisites: Eligible for Prior Learning, Assessment and Recognition: Originated by: Creation Date: Revised by: Revision Date: Current Semester: Approved by: Business Graduate Studies Accounting for Managerial Decision Making ACCT 701 56 N/A N/A Yes Basil Chan, John Harris Summer 2013 Geoffrey Prince Summer 2014 Winter 2015 Chairperson/Dean Students are expected to review and understand all areas of the course outline. Retain this course outline for future transfer credit applications. A fee may be charged for additional copies. This course outline is available in alternative formats upon request. ACCT 701 CENTENNIAL COLLEGE Accounting for Managerial Decision Making Course Description This course will introduce the student to the principles of management accounting. Topics include costvolume-profit relationships, relevant costing, performance measurement, and the application of management accounting concepts and techniques to support business decision making. Program Outcomes Successful completion of this and other courses in the program culminates in the achievement of the Vocational Learning Outcomes (program outcomes) set by the Ministry of Training, Colleges and Universities in the Program Standard. The VLOs express the learning a student must reliably demonstrate before graduation. To ensure a meaningful learning experience and to better understand...
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... MBA, JD | Instructor Phone | 214-202-8044 | Instructor E-mail | canuto.campos@strayer.edu | Instructor Office Hours/Location | 6pm – 7pm EST | Academic Office Phone NumberStrayer Online Technical SupportEcollege HelpDesk | 1-877-540-1733“As a student, you should choose 1 then 3 for academic issues from the automated menu.”1-877-642-2999“Used for problems entering the class”1-866-448-6703 or 1-303-873-0005“Used for problems once in the class” | INSTRUCTIONAL MATERIAL | Kubasek, N. K., Brennan, B. A., & Browne, N. (2009). The legal environment of business: A critical thinking approach (5th ed.). Upper Saddle River, NJ: Pearson-Prentice Hall.Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2010). Business ethics: Ethical decision making and cases (7th ed.). Boston: Houghton Mifflin Company/South-Western/Cengage Learning.PLEASE READ SYLLABUS PART II in the Course Home tab, it contains important University policies.GETTING TECHNICAL HELPTechnical questions regarding eCollege or classroom issues should be referred to helpdesk@strayeronline.net. Or you may phone the helpdesk at 1(866)448-6703.If the question regards a Strayer system, technical support can be reached at 1(877) 642-2999. Any technical inquiries sent to the instructor will, as a matter of course, be forwarded to the Helpdesk. The eCollege helpdesk is available 24 hours a day, seven days a week, and 365 days a year. Strayer Tech Support is available during normal Strayer Online business hours.QUESTIONS AND...
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...Reflection Paper This reflection paper describes three large sections of the author trying to convey. These three parts are Strategic Management from the writer’s point of views, Strategic Management from the participants or students’ perspectives in class discussions and application Strategic Management in everyday life, especially in the military context. 1. Strategic Management from My Point of Views Before implementing a selected strategy from several alternatives, we should carefully analyze and consider the selected strategy. Strategy analysis can take a longer time before coming to the decision-making process. The intention is that an organization will be on the effective condition and position in attempting created goals and objectives in various influences from internal as well as external factors. Sometimes internal and external factors change the level of intensity and urgency in conducting certain kinds of strategic decisions completely. The orientation of such specific strategies based on various assumptions is related to the assumption which has been used by the planner, in this case, a manager or leader in an organization to produce a decisive strategy. Managers or leaders have to fully aware that all consequences from the implementation of the strategy are being measured and estimated appropriately. After an organization formulating their strategy, then the working units in the organization can set some technical ways in conducting the strategy. The next step...
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...Industry & Competitor Analysis BUS 630 – Spring 2008 Instructor: Email: Office Hrs: Course page: Russell Coff (www.bus.emory.edu/rcoff/) Russ_Coff@bus.emory.edu by appointment www.bus.emory.edu/rcoff/Bus630.html Phone: (404) 727-0526 FAX: (404) 727-6313 Revised 1/22/08 Course Overview and Objectives This course delves deeper into some strategy topics that you may have only touched upon earlier related to how firms gain a competitive advantage over rivals. In addition, since ICA tends to integrate quantitative and qualitative analysis more than other courses, you will have the opportunity to apply knowledge and skills you've gained across the curriculum (e.g., from finance, ISOM, Marketing, O&M, and Strategy). Building Competitive Advantage The broad focus of the course is on building competitive advantage with special emphasis on how firms can gain access to new resources or capabilities that may grant a competitive edge. We explore strategic investments that are required to compete effectively in uncertain and turbulent environments. Managers often throw up their hands and argue that planning isn’t useful when the landscape is shifting rapidly. However, with the right set of tools, strategic management can have an even greater impact in this setting. We place special emphasis on competitive advantages that stem from valuable and hard-toimitate resources or capabilities. Accordingly, we will focus much of our energy on the question of how to build, acquire or ally to gain...
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