Essays on Decision Making Process as a Games Forum Case Study

Download full paperFile format: .doc, available for editing

The paper "Decision Making Process as a Games Forum" Is a great example of a Management Case Study. The purpose of this report is to analyze the decision-making process as a Games forum. Games Forum is a company that specializes in the production and sales of games. The company manager came up with a decision to expand to china without consulting his executive team. The fact that the team members were not consulted in coming up with the decision leads to conflict. It’ s important to note that personality and values have a great effect on reaction to situations as well as coming up with decisions.

Ricks's personality has led to the chaos experienced in the company. This report uses a personality and traits perspective to analyze the decision-making process at Game Forum and comes up with recommendations on how to make effective decisions for the company in the future. Personality and values perspective at Game Forum According to Goleman (2000), when implementing change, the perception and attitude of the initiator play a vital part. It’ s important to know that attitude and perception are attached to the personality.

In the Game Forum, the personality of each leader plays a major part in their perception. Personality is the set of characteristics that are possessed by a person (Messick et al. 2010). They have a large influence on the cognitions and behaviors of the person when in certain situations. Rick's personality has a great effect on the way he makes decisions. From the five personality dimensions, it is clear that Rick lacks agreeableness. He is cold, uncooperative, selfish and rude which makes him come up with decisions without cooperating with other executives.

The company has four executives who are supposed to be consulted especially when making such big decisions. He acts as the sole voice in leading the organisation which undermines the executive morale. His personality makes him an autocratic leader who wants subordinates to follow his decisions without questioning. Lack of employees’ involvement in major decision making may lead to sabotage as seen in this case. According to Fernandes (2009), autocratic leadership can only work in situations where the employees are well motivated or there is limited time for consultations.

In the Game Forum case, there is time for consultations and hence Rick should have consulted his subordinates. By alienating the subordinates in making the expansion decision, Rick created a state of revolt in the firm (Messick et al. 2010). From the first meeting, it’ s clear that none of the employees is on his side. The employees see him as a leader who wants to do things his own way. The finance director is outraged due to the fact that none of them had been asked to give their input on the decision.

The marketing director openly criticizes him for not engaging the rest of the directors when coming up with such a big decision. The management in this firm does not seem to care that errors are costly. Roberts et Al. (2007) assert that decision made has the capability to transform an organization and errors induced due to bad judgment should be avoided. The costs of making an error keep on increasing hence the need to involve others. When a leader fails to involve others in making the decisions, they create a barrier.

They are seen as arrogant and self-righteous. This is the case of Rick, who has failed to involve the rest of the directors when coming up with the decisions.

References

Almlund, M., Duckworth, A.L., Heckman, J.J. & Kautz, T.D. (2011). Personality psychology and economics. NBER Working Paper Series No: 16822.

Arbak, E. & Villeval, M. C. (2011). Voluntary Leadership: Motivation and Influence, Social Choice and Welfare, forthcoming.

Bazerman, M.H. & Moore, D. (2008). Judgment in Managerial Decision Making. Hoboken, NJ: John Wiley & Sons, Inc.

Beach, L. R. (2005). The psychology of decision making: people in organizations. Sage Publications, Thousand Oaks, California.

Borghans, L., Duckworth, A., Heckman, J.J., & Ter Weel, B. (2008). The economics and psychology of personality traits. Journal of Human Resources, 43 (4): 972–1059.

Fernandes, T. (2009). Strategic leadership and decision making 2. Chandni Chowk, Delhi, Global Media

Goleman, D. (2000). Leadership that gets results, Harvard Business Review.78:78-90

Sutter, M.,(2009). Individual behaviour and group membership: Comment. American Economic Review, 99(5), 2247-2257.

Judge, T.A., Bono, J.E., Ilies, R., & Gerhardt, M.W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87(4), p. 765-780.

Messick, D. M., Kramer, R. M., Tenbrunsel, A. E., & Bazerman, M. H. (2010). Social decision making: Social dilemmas, social values, and ethical judgments. New York: Routledge.

Roberts, B.W., Kuncel, N.R., Shiner, R.L., Caspi, A., & Goldberg, L.R. (2007). The Power of Personality: The Comparative Validity of Personality Traits, Socioeconomic Status, and Cognitive Ability for Predicting Important Life Outcomes. Perspectives on Psychological Science, 2(4), 313-345.

Ryckman, R. (2004). Theories of Personality. Belmont, California: Thomson/Wadsworth

Saunders, M., Lewis, P. & Thornhill, A. (2007). Research Methods for Business Students. Harlow, UK: Prentice Hall.

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