By Stephen P. Fitzgerald
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Extra info for Decision Making
In fact, the global and e-dimensions are so inextricably interlinked that it can be difficult to separate one from the other. For example, a small manufacturer of dishes for institutional use in the mid-Western US had a dependable customer base in its region for several decades. A primary customer was a very large hospital system in that region. One day a purchaser for the hospital went online and found a comparable product offering at a cheaper price available through a manufacturer in Eastern Europe, and that led to the swift downfall of the US manufacturer.
For one thing, as indicated earlier, it is an extremely effective way of reaching a consensus on big decisions. But it is slow and cumbersome for making small or urgent decisions. ) What the Japanese method of decision making does teach us is that different national cultures have different ways of approaching decisions. This is something managers ignore at their peril. GLOBAL MANAGER’S PERSPECTIVE Brian Hsieh is senior vice president and general manager for Mitsubishi’s Electronic Technology Division in Taiwan.
Unfortunately, most companies don’t have the multi-billion dollar luxury of building their own system to support global decision making from scratch. But the Boeing case illustrates the challenges and possibilities of integrating business decisions in global alliances. Given the rapid proliferation of such alliances and networks, the ability to effectively support global decision processes across organizations and cultures is vitally important. CULTURAL DIVERSITY IN DECISION MAKING One aspect of the global dimension that is amplified by the Internet but which predates it and exists independently of it is the interplay of cultures and the diversity of their respective decision-making styles and processes.
Decision Making by Stephen P. Fitzgerald