These will be outlined here compare the following we

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Unformatted text preview: l up the president and CEO. He’ll call me if I’m the person who can answer a particular thing. He won’t go through the president over here or the general manager of the department. He’ll just give me a buzz. He knows my extension and you know it might be, “What percentage interest do we have in such and such a license?” or, “What do you think of this?” or, “Do you know anybody in such and such a company?” The lines of communication are so much easier. … I mean he’s coming over here in a couple of weeks and he’ll come in and sit down and he’ll make it very clear to the individuals. [He’ll say,] “Look this is what I want to see. I loved that project you did before but I’m sorry I had to turn it down but, really, this is what bothered me about it,” or, “I’m glad we did that and keep going and bring me another one like that.”.…You know we all speak the same kind of language.” (A) 146 • There appears to be a relationship between management’s attitude toward decision analysis and company culture. In companies where managers believe decision analysis is valuable, the culture is “numbers-driven”. In those organisations where the decision-makers do not perceive decision analysis to be important, the decision-making culture is “opinion-driven”. This will be labelled relationship one here. This relationship is directly related to three other trends that are observable in the interview data. These will be outlined here. Compare the following: “We are a numbers oriented company. The boss wants to see numbers and he wants to see numbers justified.” (N1); and, “Joe Bloggs down the corridor likes it a lot you know gives it 6 out of 10 and we would like to do it. And that’s the decision” (A). Evidently then, there is a relationship between the use of decision analysis and the culture of the organisation. In companies where the culture is “numbers-driven”, more decision analysis techniques tend to be used than in organisations with “opinion-driven” cultures. This will be referred to here as relationship two. In “opinion-driven” companies when decision analysis techniques are used, they tend to be poorly implemented and supported. In companies that are “numbersdriven”, decision analysis techniques tend to be well supported and their use encouraged. This will be referred to as relationship three. Furthermore, there is a relationship between the formalisation (note, formalisation does not imply sophistication) of the analysis and the level of employee satisfaction with the process. Typically, in those companies where the procedure for using decision analysis techniques is well defined, respondents generally felt the analysis worked well. In others, where the process is less well defined, the analysis often has numerous gaps and, generally, levels of dissatisfaction with the approach are high. In these companies, the analysis process is often gone through 147 only to satisfy bureaucratic procedures. This will be labelled relationship four. I...
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This document was uploaded on 03/30/2014.

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