The paper "Greenheart Company - Decision-Making " is a great example of a business case study. Over time, the issue of decision-making process and values within management is an issue of much importance and attracts attention within organizations. The implications of decision-making have in an organization are not negligible and depends on the extent of how bad or good decision made are. The ability to come up with a good decision by itself is a personal characteristic inculcated through experience and individual wish for better performance. This is because, the process of decision-making faces influence from psychological, sociological and personal factors and every leader need to put in place strategies to ensure that decision arrived at are effective in determining achievement of organizational goals and objectives.
However, it is common making corporate decisions is a complex issue that needs consideration of various factors such as cost-effectiveness and the importance of the decision (Arvai & Bridge, 2006). An example of complex decision-making is, for instance, the choice between maximizing profits while on the other hand committing company resources to environmental sustainability initiatives. Greenheart Background Information Greenheart Company is a multinational company, founded in 1900 as a small, craftsman-like Dutch food company.
Currently, the company’ s main sector is the food industry. Its main headquarters is in the Netherlands. In the wake of the 20th century, the company had progressed businesswise and expanded its market beyond the Netherlands to explore market opportunities across international borders. This expansion saw Greenheart open over 20 subsidiaries internationally with an employee base of over 3,000 staff. In the eve of the 20th century and the wake of 21st century, Greenheart had managed to realize high sales, expanded markets, and increased workforce in all its subsidiary company and had managed to develop and produce numerous brands that gained fame in the food industry globally.
Although Greenheart had smooth operations and spectacular business expansions, it also had challenges typical of any operational business. With expanded business, issues of environmental sustainability as a core value in business played a major role that posted sequential challenges to the company’ s decision-making process (Arvai & Bridge, 2006). This is for the simple reason that every company must embrace corporate sustainability to its employees, stakeholders, society, and minimizing its contribution towards environmental pollution (Batley & Daly, 2006).
As such, the company had to come up with strategies that enable the efficient realization of its values and objectives on sustainability. Furthermore, Greenheart faced stiff market competition that led to radical changes and far-reaching decisions in 2001. These decisions would later have an impact on the company’ s original policy on sustainability and business operations. When the company fell in the control of another foreign company operating in the food industry, and after its complete sale, the new owners defied and downgraded Greenheart’ s original corporate values that already existed and had a good record of openness to communication from other stakeholders in the government (Batley & Daly, 2006).
This transfer of ownership had far-reaching implications in the entire company and its subsidiaries as the management was reorganized and business strategies targeted at improving business sustainability and environmental sustainability was never a core value. Finally, after the transfer of ownership, the company name changed from Greenheart to Greenheart Plus with an employee base of 8,000 employees across the world and over 30 subsidiaries.