The paper "Success and Understanding of Management Dilemma" is a great example of an assignment on management. Organizations constantly make decisions. The decisions they make can be significant or insignificant, depending on nature and the context in which the decisions are applied. In order to set objective decisions, organizations employ various strategic management tools and statistics to complete their analysis amidst the uncertainties present. More often than not, organizations will eventually face difficult issues regardless if they have the best people or the best management plan. While most of the time organizations can easily resolve such issues, there will be situations where they have to make difficult choices.
These choices sometimes weigh the same and there will be no way to tell which decision would yield the best result for the organization until the decision is made. Situations, where organizations face difficult choices, are called management dilemmas. In situations where organizations could not avoid making difficult decisions, it is very probable that the choices the organization makes do not satisfy various stakeholders. As organizations deal with various stakeholders, both internal and external, they need to choose the decisions that would satisfy the most number of stakeholders, or the most important ones (Kerr, 1975).
In real life, management decisions, regardless of the comprehensiveness of the managerial and strategic analysis employed in the analysis, can only do as much. One of the most important stakeholders that are often not perceived as such is the organization’ s employees. The behaviors of individuals in the organizational context affect the behavior of the organization as a whole (Mowday & Sutton, 1997). Individuals who are satisfied with how their organization manages and runs the organization are most likely to contribute positively to the goals and objectives of the organization.
Dissatisfied workers, on the other hand, will eventually form groups that would either express their satisfaction to the management or they may get back to the management by doing disgruntled jobs or not performing well at all. From the management perspective, not performing well in jobs relegated to employees is a sunk cost and thus needs to be eliminated (Child, 1975). However, doing so might prove to be expensive as well given the strong bargaining power of people in groups.
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