MGT_Lecture_September+18+and+20 - копия

MGT_Lecture_September+18+and+20 - копия - The Decision...

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Unformatted text preview: The Decision Making Situation Environmental fiimation Personality/ Decision Style Economic Superiors Decision Maker Political Supen'isorsl Managers OEganizational §ituati0n Work Culture U.S. Prohibits All Transactions With a Major Iranian Bank - New York Times Wm“ 1193? 31W an 1.95.. Jannary 10, 2007 US. Prohibits All Transactions With a Major Iranian Bank nysrnvnn R. WEISMAN WASHINGTON, Jan. 9 — The United States, moving to raise pressure on m, on Tuesday barred American financial institutions from doing business with a major Iranian bank after concluding that it had been involved in illicit weapons programs. The move against Bank Sepah, announced by the Treasury Department, also affected North Korea, which American officials said had used the bank to facilitate payments to a North Korean group that exports missile technologies. The announcement applies to domestic and foreign branches of American banks, as well as to American citizens working at overseas banks that deal with Bank Sepah anywhere in the world. The department also said that no American bank can transfer dollars to Bank Sepah or its branches and subsidiaries in Rome, London, Frankfurt and Paris. The Treasury announcement was the second time in the last year that a major Iranian bank had been barred from any dealings with the American financial system. It is the first specific move against an Iranian bank since the imposition of sanctions on Iran by the United Nations Security Coung'l on Dec. 23. Last year, the United States took similar action against Bank Saderat, another of Iran’s major institutions, citing what it said was the bank’s involvement in financing terrorism. Both Bank Saderat and Bank Sepah, cited for financial transactions linked to weapons proliferation, are state owned or controlled. Though the two banks have virtually no direct links to American banks, the designation means that no American bank can help facilitate — by transferring dollars, for example — any transaction between a European bank and Bank Sepah. Thus if an Italian or German bank wanted to supply dollars for a transaction involving Bank Sepah, it would be unable to do so because American banks would be barred from transferring them. http:ffwww.nytimes.com/2007f01/ lOfwashi ngton/ 10bank.html?ref=worldbusiness&pagew... 2 Texas-based pizza chain under fire for letting customers pay with pesos Posted 1l11f2007 3:25 PM ET DALLAS (AP) — A pizza chain has been hit with death threats and hate mail after offering to accept Mexican pesos. becoming another fiaehpoint in the nation's debate over immigrants. ”This is the United States ofAmerica. not the United States of Mexico." one e-mail read. "Quit catering to the damn illegal Mexicans, " demanded another. Dallas-based Pizza Patron said it was not trying to inject itself into a a: - larger political debate about illegal immigration when it posted signs this as Enlarge Br LM Clem. AP week saying "Aceptamos pesos" — or "We accept pesos" — at its 59 stores across Texas. Colorado. Arizona. Nevada and California. Pizza Patron posted signs this week saying 'Aceptanics pesos.“ or "We accept pesos.“ at its 59 _ _ _ _ stores across Texas. Colorado. Arizona. Nevada and Pizza Patron spokesman Andy Garnrn said the company was wet trying ca'm’mia- to sell more pizza to its customers. 60% of whom are Hispanic. Wat-Mart. H-E—B supermarkets and other American businesses in towns along the Mexican border accept poses. And some businesses in New York and Minnesota communities along the northern border accept Canadian dollars. The difierence here is that many of the pizza joints are far from the border, in places like Dallas, more than 400 miles away. and Denver. more than 700 miles. “If people would understand that the majority of our customers are Hispanic, then it might make more sense for a company to sell pizza for pesos." Gamrn said. "It doesn't make sense in Connecticut. And it doesn't make sense in North Dakota or in Maine. But it makes perfect sense here in Dallas. in Phoenix. in Denver — areas far from the border that have significant Hispanic populations." The company said it has received hundreds of e—mails, some supportive, most critical. While praising the pesos plan as an innovative way to appeal to Hispanics. a partner in the nation's largest Hispanic public relations firm said a backlash was inevitable. httpzr’lwww.usatoday.comfmoncyfindustriesffood/ZOOT-Ol - l 1-pizza-pesos_x.htm '».&W1’ft’t§m“¢i4£ . Business“ eek NEWS 3. FEATURES December 22. 2006. 10:56AM EST Trouble in St. Petersburg Gazprom's plans for a skyscraper HQ are not being received well by Paui Abelsky The last lime officials in St. Petersburg. Russia. tried erecting a high-rise near the historic city center, their effort was derailed by a public outcry joined by the likes of Prince Charles and Russian intellectual Dmitry Likhachev. While the Peter the Great TOWer will never see the light of day. the decision by Gazprom. Russia’s state-owned natural gas monopoly. to construct iconic new headquarters in St. Petersburg seems all but inevitable. And it has left the concerned citizenry reeling. A concept design competition for the Gazprom skyscraper. which solicited entries from six major international firms. concluded December 1. The winning scheme for a twisting. 396-meter glass tower by U.K.—based architecture firm RMJM has already drawn public protests and forced Norman Foster. Rafael Vifioly. and Kishc Kurokawa to resign from the competition jury. leaving only Russian architects and officials to arbitrate the contest. The tower threatens to capsize the city‘s horizontally laid out skyline. opponents say. But as the most recent of four high-profile projects that promise to change St. Petersburg’s complexion. Gazprom is just another flashpoint in a much wider debate. What is emerging is a full-blown identity crisis. St. Petersburg. created by decree from Peter the Great in the early 18th century. is still largely dominated by Baroque and Classicist structures. The city was spared a drastic overhaul when the Bolsheviks moved the country's capital to Moscow in 1918. and again in the late 1930s when construction of an administrative center was shifted to the city's southern periphery. Recent years. however. have marked a new phase of intervention. symbolized in particular by a controversial expansion ofthe Mariinsky Theater. Dominique Perrault won the 2003 intemalional competition thanks to a proposal to drape the interior with a golden—hued metallic exoskeleton unlike anything the city has ever seen. Three years later. speculations about the building's future are as intense as ever. The pace of activity escalated in 2006. First. Foster + Partners was awarded the redevelopment of the manmade island New Holland into a mixed-use complex of commercial. residential, and entertainment venues. In September. Kisho Kurokawa's design was chosen for a new soccer stadium. also backed by Gazprom. to rise atop a crater-like Soviet arena that is a protected federal monument and a landmark of Stalinist architecture. Then came the decision on the Gazprom high—rise. to be built on a site across the Neva River from the Smolny Cathedral. a resplendent 18th-century Baroque compound designed by Bartolomeo Rastrelli. 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Eu... 88.888.188.85 .... ..u... an... ...... . .. «E 8. .352. uuuuzuEug Sum .53 ...B .E... 5...... 985a... 3.35. 83.8 nu .28. -..qu 2;. .535; 9.3... bu: 2.... ......E .... 9.4.28... .35 :0 3.53 ......U 30% ......Q ....m HLOMDM— iZNDDH E 3—455 as. Evaluate Alternatives Is the possible course of action: Legal? Ethical? Practical"? Figure 5.5 General Criteria for Evaluating Possible Courses of Action {‘3 DECISION—MAKIN G CRITERIA MUSTS and DESIRABLES PURCHASING A NEW XEROX MACHINE MUST criteria: (a) cost (b) size (c) speed (d) reliability DESIRABLE criteria: (a) staples/collates (b) scans (c) prints (from network) ML Managers make decisions based on their past experiences -___ . .____ __$ _ Managers make decisions based on feelings or emotions Managers make decisions on ethical values or culture decisions Values or ethics- Affect-initiated based decisions decisions Subconscious mental processing it ' \ ‘2 Managers use data from - Managers make subconscious mind to decisions based on skills. knowledge, and training help them make decisions The Experts' Guide to Success )RS :n'es Figure 4 Srsono Porn-rs or Escn Decision Stu: Single Focus Decisive Hierarchical ls fast. Is attentive to quality. is consistent. Views complete picture. Is reliable. Has rigorous discipline. is loyal ls controlled. ls orderly. ls logical. ' Follows the rules. is thorough. Minimum Information Maximum information -————- Figure 6 COHNG Enter-weir mm O'rues Smear {nunsger's course of action) Single Focus Decisive Hierarchical Present action conclusions first. Respect other's control values. Avoid detail. Relate suggestion“: other's prefecced method. Be positive and avoid criticism. Present both your data and condo- sions. Be firm and appear certain. Expect other to “correct" your pro- posals. Be punctual. Never “win" an argument. Produce results. Don't make quick replies. Don't expect friendliness. Try for zero defects. Keep things impersonal. Make infuriated comments. Never go over other's head. Listen well. Minimum information Maximum information Flexible Integrative Show initiative. Present problems. Suggest new ideas. Refrain irom offering solutions. Be fast. Have a variety of data sources. Don‘t overkill a topic. Avoid absolutes. Don't be too personal. Strive for cooperation. Keep detail out. Communicate hunches. Stay loose. Perform your own control. Keep an open mind. Be ready to shift topics. Don’t ask for long-term commitment. Be open. rue 2.! integrative lion 3' ion able uepeespective tappeoach lotions truth self and ration tl'ltl external origin Icess Imitation ice of delegation Lruclure botate reports malysls lrom many lnts ion of my ions 'based on trust emotion :1 based on mutual audio; and Llitl'l based on feelings Is in decisions 2—2....
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