How a Manager Makes Decision on the Basis of Good Assumptions

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This paper discusses two situations on how a manager makes decision on the basis good assumptions. These two situations are discussed in response to a given scenario. For each situation, assumptions that were made prior to each decision are described. Lastly, a recommendation with its justification is presented describing whether the decision was a good one.

Answer to Question # 01

First Situation

During the early time of 1990s, a Fortune 100 company pondered making a considerable investment to produce and allocate core merchandise in Asia. Though champion of the project had little information and knowledge concerning Asia. He was persuaded he possibly will be successful there just because he got success in the USA. In making this decision, he failed to notice strategic, operational, and financial information that opposed his viewpoints. Senior managers, depending upon the U.S. experience of the company, provided approval for commencement of the project. Following the resultant devastation and a great deal core investigation, executives and managers understood that they had put themselves in a big debacle through their own unproven assumptions (Cross & Brodt, 2001).

Second Situation

Six months back, a senior executive was promoted to the position of manager of human resource department, in a well-known product manufacturing company. He had performed extremely outstanding in the last two years of his professional career. He was successful in maintaining and building relationships with new customers and increased the company revenue by 60% in the first year of his employment. During the second month of his promoted position (manager), he was assigned a huge project about market research of new brands. He was given five days for execution of this project. On the fourth day, he was invited in a wedding ceremony and function of his cousin. He was convinced that ...