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Learning Outcomes:
Describe decision making process for complex issues pertain
Learning Outcomes:
Describe decision making process for complex issues pertaining to business environment both internally and externally. (C.L.O :1.1)
Demonstrate decision tools and employ appropriate analytical business models to break down complex issues. (C.L.O :2.2)
Explain and apply critical thinking and cognitive psychology as it pertains to analyze and synthesize information for problem solving and decision making. (C.L.O :2.1)
Case Study:
Musab Ahmed, a hardworking family man, invested the money he inherited from his late father in property. With the grace of Allah and the fruitful opportunities of growth in his country, his construction company ‘Consortia’ quickly blossomed to become one of the biggest names in property development. He used his good fortune to bankroll his increased real estate investments in the country. Being a visionary, he established his construction company with the goal of one day passing it down to his children and continuing the family legacy. Musab had a total of four children. Anwar, his eldest son, was from his deceased first wife, while his two other sons, Khurshed and Arshad, and his only daughter Shifa were mothered by his second and current wife.
Anwar, being the eldest, joined the family business shortly after obtaining his university degree. He quickly learned the ins and outs of the business and took his place as the father’s right hand.
Khurshed and Arshad who both acquired university degrees abroad, to the father’s surprise, did not show as much enthusiasm in the family business as their brother Anwar. The environmentally conscious Arshad decided to pursue a master’s degree in environment application. While his elder brother Khurshed had no interest in the family business at all and followed his passion for literature in a career in academia.
Meanwhile, Shifa, the only daughter of Musab, was the most eager child from his second wife to join the family business. Despite her qualification and willingness to work, Musab decided she was best suited to head the marketing department, without a seat on the Board, and no power to make executive decisions regarding the family business. Her mother Aisha kept reassuring Shifa to be patient and that her time would come. Aisha believed that her daughter should be given the same opportunities as her sons. After eight years of Anwar running the family business with his father, Arshad returned from abroad ready and excited to apply his newly acquired, environmentally conscious ideas to the family business. Anwar and his father rarely ever disagreed. He believed the way the business has been run since its establishment produced excellent results so far and did not require changing. While Anwar’s views were in line with his father’s, Arshad would regularly suggest more innovative ideas and methods in running the business. His father appreciated Arshad’s initiative. However, Anwar, who was more skeptical, believed Arshad was too inexperienced to be pitching such drastic changes.
This frustrated Arshad and he began to feel resentful towards Anwar. Arshad believed Anwar influenced his father’s perception of Arshad’s ideas to be inapplicable and unrealistic. Furthermore, Arshad was convinced that their father favoured Anwar, being his eldest son from his first wife, and that they were not giving his ideas the consideration they deserved.The father caught his sons arguing from time to time but didn’t take it too seriously. After all, they were family and all it took were a few words from him and they would immediately stop for his sake.
A few years later, Musab fell ill. Due to his worsening condition, his doctors and children urged him to step aside from the management of the family business and retire. Musab, however, found it difficult to let go due to the differences between his sons. He was very much aware of Anwar’s experience and market expertise, but he also appreciated Arshad’s drive and innovative ideas. The father believed that Anwar and Arshad could build a strong team if only they learned to work together. However, despite his best efforts, it was futile due to their differences.
The brothers developed the habit of not openly voicing their concerns or feelings at work. As the years went by and the father’s condition deteriorated further, Anwar and Arshad did their best to suppress their negative feelings in order not to upset their father during this sensitive time. Often, they went out of their way to avoid further confrontations in their father’s presence. Consequently, they brought their grievances home with them. Anwar would often complain to his wife of Arshad’s inexperience and immature attitude. While Arshad would tell his sister Shifa about Anwar’s patronizing and stubborn nature. Their unresolved feelings lead to heightened tension during family gatherings, but both chose to avoid confrontation, and neither would acknowledge the situation.
In the meantime, Shifa’s frustration mounted.This was as a result of her father’s previous decision to outcast her from the executive board grew larger. Not only did she feel that her dad believed her inputs were not as valuable as that of her brothers, but she also agreed with Arshad’s opinion of Musab favouring Anwar due to hierarchy. Aware of her position, she would also regularly advise Arshad on key matters regarding the business that Arshad would then voice during executive meetings for his father’s approval. Needing Arshad as a spokesperson of her business ideas, Shifa continuously tried to defuse the situation and calm down frustrated Arshad from leaving the business.
Tensions heightened as Arshad continued to feel his ideas of reform were being overlooked and under-appreciated in the family business. Eventually, with his father’s blessing, he was permitted to pursue them independently. Arshad began to invest in a side business involving renewable energy materials in construction with the family business. The new venture was set up with Arshad as a majority shareholder of 51% of the total shares, while his father owned the remaining 49% of the business. Read the above case study and answer the following questions:
Q1: Writ the problem statement which should include the followings: [Marks 5]
the clear concise description and summary of the problem, scope of the problem, consequences of the problem, the methods for resolving the problem in the above case? Q2: Develop a mind map for decision making, [2 Marks]
Q3: Write all the alternative choices of your decision. [Mark 1]
Q4: Make a decision and write the conclusion.[Marks 2]
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