Essays on Decision-Making Perspectives - Greenheart Case Study

Download full paperFile format: .doc, available for editing

The paper "Decision-Making Perspectives - Greenheart" is a perfect example of a management case study.   In management, what has been of major concern is to understand and improve the process of making decisions. Various strategies to decisions have been proposed to decision-making including those that of ‘ divide-and-conquer’ which is also labeled as problem decomposition whereby the large and very complex issue is broken down into very portions. The essence of making decisions is to ensure that organizations' goals and objectives are achieved within the accepted timeframe by deciding what activities should be done and which should not.

However, more often than not, the issue of making corporate decisions becomes more complex when different interests dominate the process. Take for instance, where the organization is expected to enact environmental sustainability policies and also ensure balance profit maximization for the business. In such a case, the decision-making process is likely to become difficult as the decision-makers will be expected to make a judgment on what to include in its corporate values so as to ensure that as the business continues to ensure environmental sustainability compliantly, it is also able to generate good profits.

Further, managers are always called to make decisions that can solve various problems even though their decisions are influenced by such factors as personality, psychology, and sociology. Both decision-making and problem-solving are continuous processes of evaluating various situations and problems, considering various alternatives and making choices, and then following them up with appropriate actions. While in some situations the decision-making can be very short and less strenuous, in other cases, it may take weeks or even several months (Kahneman and Tversky 2000).

It is with this regard, that this analysis has sought to establish the emerging decision-making issues in relation to Greenheart Company. The purpose of doing the analysis is to evaluate various decisions made and make recommendations on management decisions that can be improved. Company overview Greenheart is a multinational food producer that is headquartered in the Netherlands. Greenheart was founded in 1900 when it started operating as a small, craftsman-like Dutch food producer. During the 20th century, the company managed to make very important strides not only in the Netherlands but globally.

This is after it managed to establish over 20 subsidiaries with over 3,000 staff. Towards the end of the 20th century, Greenheart had managed to make significant improvements both in sales and workforce. The company has various food brands that are recognized globally. Greenheart was operated and run as a family business. However, like is the case of grown businesses, the businesses have not gone without having its fair share of challenges. One such challenge that has been a big issue with the business is about embracing sustainability as part of its core values.

The decisions with regard to environmental sustainability have continued to vary as the operating environment has continued to change. Environmental impact is a big challenge for the business and making appropriate decisions to manage the problem is highly desired. Decision-making issues There are two major decision issues emerging from this case namely environmental sustainability and business sustainability. Environmental sustainability The society expects that the business leaders are always aware of how they should manage their businesses in a more environmentally friendly manner so as to remain relevant and competitive in the changing operating environment.

According to David Schejbal who is the dean in the University of Wisconsin-Extension continuing education, “ it is becoming very apparent that sustainable management is not confined to ‘ green sector jobs’ but also every job that is confronted with sustainability issues. ” This calls for the need for all leaders to have some understanding of issues related to environmental sustainability. In the case of Greenheart, the issue of environmental sustainability has been there since the onset and has remained top of the agenda in the company decisions.

This can be learned from the view by the company’ s chief executive officer for 25 years. According to Greenheart CEO before the acquisition, ‘ nature was in a critical state. ’ This is to means that even though the business was supposed to make profits by increasing its sales, the impact of its activities on the environment, ought to be considered. This is to ensure that as the business continues to grow and expand its market, it must be able to reduce its negative impacts on the environment. However, the challenge that ought to be considered in this case is the impact the decision to be environmental sustainability will impact on the business (Goodwin and Wright 2004).

The management decision, in this case, is to decide whether to incorporate environmental sustainability into its corporate values. This is because the incorporate environmental values into its corporate values as it will have some impact on the company’ s performance and budgeting. This can be learned from the company’ s annual report where environmental sustainability has been given priority before the take-over. To be responsible for ensuring a sustainable environment, the management decisions must agree to invest in activities that will see that despite a lot of pressure by the company on the environment, important aspects such as human environment and natural resources do not deteriorate but are sustained for longer-term use.

This is to ensure both economic and social development is ensured. The establishment of the environmental sustainability fund by Greenheart and the decision to have 1% of its annual profits taken to support social initiatives that are aimed at creating public awareness on the importance of sustaining the environment is the decision the management must sacrifice to make Gregory R., (Ohlson and Arvai 2006).


Belton, V. and Stewart, T. (2002). Multiple Criteria Decision Analysis. London: Kluwer Academic Publishers.

Edwards, W. and Miles, R. (2007). Advances in decision analysis: from foundations to applications. Cambridge: Cambridge University Press, UK.

Goodwin, P. and Wright, G. (2004). Decision Analysis for Management Judgment. 3rd Ed.New York: Wiley and Sons.

Gregory R., Ohlson, D. and J. Arvai. (2006). Deconstructing adaptive management: criteria for applications to environmental management. Ecological Applications, 16, p. 2411-2425.

Kahneman, D. and Tversky, A. (2000). Choices, Values, and Frames. Cambridge: Cambridge University Press.

Download full paperFile format: .doc, available for editing
Contact Us