Movie Review Star Wars - 2035 Words

When George Lucas first pitched the idea of Star Wars, a space-western, to movie executives back in the 1970’s; I’m sure he never imagined it to be the cultural phenomenon that it turned out to be. The original Star Wars trilogy (Star Wars Episode IV: A New Hope, Star Wars Episode V: The Empire Strikes Back, Star Wars Episode VI: Return of the Jedi), earned more two billion dollars, after adjusted for inflation in North America (1). Then sixteen years later the next three Star Wars movies were released (Star Wars Episode I: The Phantom Menace, Star Wars Episode II: Attack of the Clones, Star Wars Episode III: Revenge of the Sith), and earned more then 1.5 billion dollars at the box office in North America after adjusted for inflation (1). Not only were the movies box office hits, the movies were also critically acclaimed. Episode VI was nominated for 11 Oscars including Best Picture and won seven including a special achievement award (9). The prequels were also nominat ed for a total of five Academy Awards (9). With all of that aside Star Wars is more then all of that, the franchise has influenced movies and how audiences get involved with movies. Star Wars was not the original Blockuster, Episode IV came out two years late to get that title, that title goes to Jaws. Jaws, much like Star Wars, caused the shift from the film industries typical, personal filmmaking, to a much faster paced, big budget movies, aimed towards younger audiences (10). Before Star Wars came outShow MoreRelatedMovie Review : Star Wars1214 Words   |  5 Pagesnew toy? In this Duracell commercial a young boy receives a toy light saber like the ones used in Star Wars. As the boy opens up the box to his new light saber, he finds that batteries are not included. He then races upstairs to his bedroom and finds Duracell batteries. After putting in the Duracell batteries into his Star Wars Light Saber, suddenly his whole house and neighborhood turns into a Star Wars battlefield. This Duracell commercial was aired on television on October 30, 2015. This was a greatRead MoreMovie Review : Star Wars1544 Words   |  7 Pagesfilm-inspired games usually appear the afterthought of the Hollywood marketing process. But Star Wars: the Force Awakens isn’t a fairly large franchise film, and these are by no means normal circumstances. A little under a month ahead of what could quite possibly be the biggest cinematic release of all time, we fans have not just a shameless tie-in but a fully-fledged reboot of one of the most loved franchises in Star Wars’ enormous gaming catalogue. And while that may be as much a result of rose-tinted nostalgiaRead MoreReview Of Movie Star Wars 1472 Words   |  6 PagesHunter Keane Dr. Jarrod Whitaker Ritual Studies October 5, 2015 Untitled Jedi Paper When George Lucas released Star Wars in 1977, it would be reasonable to assume he possessed some level of expectations regarding how his film saga would affect and alter the lives of its audience. What he may not have anticipated, however, is that his fictional protagonists, the Jedi Order, and their respective philosophies would resonate so strongly within particular individuals to such an extent that itRead MoreMovie Review : Star Wars1971 Words   |  8 PagesStar Wars has become an American classic in pop culture. George Lucas is the brilliant mind behind the movie who came up with all of what we call now Star Wars. He is the creator of such a brilliant phenomenon in the pop culture. He could not do this all by himself, there were many people involved in the production of the movies. An essential factor to the production of the movies is the music. Lucas decided to give that responsibility to John Williams, a well-known composer, because he had listenRead MoreMovie Rev iew : Star Wars1848 Words   |  8 Pagesthe idea of Star Wars, a space-western, to movie executives back in the 1970’s; he probably never imagined it to be the cultural phenomenon that it turned out to be. The original Star Wars trilogy (Star Wars Episode IV: A New Hope, Star Wars Episode V: The Empire Strikes Back, Star Wars Episode VI: Return of the Jedi), earned more two billion dollars, after adjusted for inflation in North America (IMDB). Then sixteen years later the next three Star Wars movies were released (Star Wars Episode I:Read MoreFrancis Ford Coppola, The Visionary Director Of The Godfather Essay1067 Words   |  5 Pagessubtlety and tension. If Joss Whedon is the new Francis Ford Coppola, then the movie industry must be in major trouble right? Wrong, in fact it is booming. And bad directors like Joss Whedon are not just making terrible films. They are polluting our cinemas with rip offs, remakes and reboots. Hollywood no longer seems to care about making goo d movies. They are money driven, bloated and stale. We need to demand more of the movie industry to stop it churning out these unoriginal films. Disney is the biggestRead MoreStar Wars : The Force1090 Words   |  5 PagesStar Wars: The Force Awakens has been a huge success since it hit theaters December 18, 2015. According to Times Magazine, â€Å"the seventh installment in the space saga became the highest grossing film in North America†. Star Wars: The Force Awakens may have some mixed reviews, but no one can deny the numbers. The seventh film made the most out of all of the films, but it may just be due to the already massive fan base. When Disney gained the rights to Star Wars, fans of the universe had mixed feelingsRead MoreWeek 5- Final Film Critique1421 Words   |  6 PagesFINAL FILM CRITIQUE There’s no doubt that Star Wars is one of the most impactful films of all time, having changed the movie-making game ever since it premiered in 1977. It quickly became a global phenomenon and has accumulated some of the most passionate fans in the universe. Star Wars: Episode IV - A New Hope is a great example to use in order to illustrate the properties discussed throughout the course. In this paper, I will analyze the entire movie. To begin, I will start by giving some basicRead MorePorter s Five Forces Framework992 Words   |  4 Pagespublished in Harvard Business Review in 1979. Each industry generates profits, and the industry competes against 5 competitive forces for the profits. If left unchecked, the industry’s entire profits will be siphoned off making it irrelevant economically. Those 5 competitive forces 1. Threat of New Entrants 2. Bargaining Power of Buyers 3. Bargaining Power of Suppliers 4. Threat of Substitution 5. Intensity of Rivalry Threat of New Entrants was little threat to the movie making industry in the previousRead MoreThe Argument On World War Z884 Words   |  4 PagesWorld War Z The movie World War Z is a zombie apocalyptic horror film directed by Marc Forster. The movie was loosely based off of Max Brook’s novel of the same name. Overall, it accrued positive reviews with a successful box office. Steve Persall applauded its aesthetic features, as it offers â€Å"vivid images of what these monsters are about and what they’re capable of doing†. Matt Zoller Seitz disagrees â€Å"as if someone watched the similar â€Å"28 Days Later† and thought, â€Å"That was a good movie, but it

Explain the Decision Making Process with Example of Your Own Free Essays

EXPLAIN THE DECISION MAKING PROCESS WITH EXAMPLE OF YOUR OWN. Introduction:- Decision making is an integral part of the most of the top manager’s duties. Not even a single day passes without taking decisions particularly in modern organisations. We will write a custom essay sample on Explain the Decision Making Process with Example of Your Own or any similar topic only for you Order Now Hence, management and decision ­ making are considered as inseparable. In fact, whatever a manager does, he can do it only by taking some decision. All matters related to planning, organization, staffing, directing and controlling are engrossed in decision making process. That is why it is aptly pointed out that management is essentially a decision-making process. The survival and future success of any enterprise is directly related to the ability to take timely and appropriate decision by the executives. Thus decision-making is said to be the heart of management. Lot of planning exercise is to be initiated by the manager before taking any viable decision. The manager has to carefully plan and decide what to do or what not to do. Wrong decisions quite often are proved to be either costly or futile. To prevent such losses, decision-making process remains to be the core are in all planned activities of the modern corporations. The selection from among alternatives of a course of action†, according to this definition, picking one course of action among alternatives available is termed as decision-making as per Koontz and Weinrich. In the words of George Terry,†decision-making is the selection of a particular course of action, based on some criteria, from two or more possible alternatives. † We can define this concept also as the process of choosing between various alternatives for achieving a specified goal. Every decision must take into consideration needs and future uncertainties. As per Herbert Simon there are three major steps in the decision making process. Decision making is about choosing from several options or ideas and taking action to generate a particular result. It is usually considered to be a rational and logical thinking process. JRecognition and understanding of the problem. JVarious alternatives may be developed. Jcareful assessment of alternatives available for taking a better decisions. Characteristics JDecision making is a continuous process. JThe question of decision-making process must always be rational when there are alternatives. JA decision-making process must always be rational and purposeful. JDecision making is an intellectual process supported by good reasoning and sound judgment. JDecision making is all pervasive in the sense that all levels of managers need to take decisions of varied nature. JDecision-making is always related to future only. Troes of Decisions: Managerial decision may be classified into two categories, the first category includes the typical, routine and unimportant decisions and the second category covers most important, vital and strategic decisions. Apart from decisions are taken at different levels for meeting different problems. Oraanisational Vs Personnel Decisions:- As explained by Chester. I. Bernard, the decisions taken by the manager in his official capacity are termed as Organisational decisions. These decisions have a direct bearing on the functioning of the firm. Decision relating to reward systems or transfer of workers can be cited as examples under this category. In contrast to this, some times, decisions may be taken by the manager in his individual capacity and such decisions are termed as personal decisions. They may partly affect the personal life and partly affect the organization. Example,decision to quit the organization comes under this category. Routine Vs Strategic Decision:- Routine decisions involve little risk and uncertainty. Hence, they do not call for extraordinary judgement and thinking. They are mostly related day-to-day conduct of the business and taken repetitively. That’s why they are normally taken at lower levels of management. On the other hand strategic decisions are taken by the top level management. Either they are concerned with policy matters or with long-term commitments of the organization. They require thorough understanding, analysis and best judgement, pertaining to location of the plant, type of technology and channel of distribution are the best examples of this type. Policy Vs Operating Decisions:- Policy acts as guidelines for future action. Hence,decisions pertaining to policies are usually taken by the top management. They are considered to be very important since they affect the total organization. While operating decisions are administrative in character, they help in translating policies into action. Decisions relating to a new incentive scheme may be termed as a policy decision. Decisions relating to the methodology of implementation of such incentive scheme are termed as operating decisions. Programmed Vs Non-Programmed decisions:- Programmed decisions usually deals with routine and repetitive problems. For dealing such problems, systematic policies, procedures and rules are established. Programmed decisions can be taken with little ease as everything goes according to some set of rules. But Non-Programmed decisions cover mainly unexpected events and challenges. In other words, each problem is unique in nature. For dealing with such special problems, executives usually refer them to the top management, tackling such situations , the manager needs expertise,intuition and creative thinking. Individual Vs Group decisions:- Decisions taken by the individual in his personal capacity are known as individual decisions. Organisations which are small in size can accommodate this type of decision-making process. When organizations grow in size and stature, complex problems do come into picture. Group decisions are considered to be the best under such situations. Group decisions represent the thinking of more than one executive. The various steps involved in the decision-making process are as explained below:- Step 1 – Defining the oroblem The first step is to define the real problem, money and efforts are going to be wasted if the problem is not determined correctly. That’ s why, accurate diagnosis of the real problem is necessary to find out right solution. We should look at the real causes and for the remedial measures by knowing the inner details of the problem. Knowing only the outer surface of the problem and arriving at decisions may lead to fallacious conclusions. SteP 2- AnalYSing the Problem Once the problem is clearly defined, then, it must be analysed in the light of data pertaining to various factors that surmount the decision. Every situation may have some advantages and limitations. Necessary steps should be laid on locating the limitations and obstacles in achieving the desired result. Necessary care should be exercised in avoiding personalized bias in judging the certain factors. Analysis of crucial factors provides a sound basis for making effective decisions. Step 3- Developing alternatives The analysis of the problem becomes complete once it throws light on several alternative solutions. In fact, the success of decision-making process depends upon the ability of an executive in developing alternative solutions to a given problem. This requires lot of imagination, experience and judgement. Exploring the positive or negative impact of such alternatives forms as a solid base for sound decisions. Step 4- Evaluating alternative Once the alternatives are developed , the next step is to evaluate them in terms of their cause, time , impact and objectives etc. Many a time, either marginal cost or cost-benefit analysis is used to bring out the tangible benefits of each of such alternatives. Each alternative solution may have its own merits and de-merits. They should be compared with other alternatives for the purpose of appraising the real impact. As per Mr. Peter F Drucker, the important criteria for evaluating the consequences of different alternatives are risk,economy, time and limitations. Steo 5- Selecting the best possible solution Selection usually involves choice making. It is the last step in decision-making process. The manager has to select such an alternative course of action which can make the maximum contribution to the goal. It is not always possible to select the best alternative for a given problem. That is why the manger has to rely upon such course of action which can yield good results under a given set of circumstances and limitations. Step 6- Imolementing the decision Once the best alternative is selected, it must be implemented. This step mainly deals with the execution of the decision taken. It involves development of step by step plans, selling the idea to sub-ordinates and seeking co-operation from the needy people. At this stage, the decision is converted into action. The decision must be implemented in the right time and that too in a proper way. Step 7- Evaluation of Decisions The last step in decision-making process is evaluation. The actual results of the decision should be compared with the expected results in order to locate the reasons for deviations. This review is a continuous process and it generates information for necessary feedback for further improving the decision-making process in future. Rationality in decision-making Rationality refers to objective and intelligent action. A decision is said to be rational if appropriate means are chosen to accomplish desired objectives. It implies that decision-maker tries to maximize the values in a given situation by choosing the most suitable course of action. A good decision depends on the makers being consciously aware of the factors that set the stage for the decision. Obtaining complete rationality is not always possible. That is the reason why people prefer to take satisfactory decisions instead of ideal or optimum decisions. Managers are not always confronted by the problem of rationality in decision-making. In practice, they confine themselves to few important alternatives which have limited risks combined with favourable consequences. Limits of Rational Decision making Managers are not always rational in their decision-making. They cannot always abide by the demands of rationality in decision-making process. There are some limitations to that and of which are as explained below. Since decisions are related to future, Managers cannot foresee all the consequences accurately. Moreover, lack of complete knowledge about the problem also makes it impossible to choose a good decision. Due to time and cost constraints, all complex variables that have a bearing on decision cannot be examined fully. Hence, the decision maker is forced to strike a balance between complete rationality and hard realities on the ground. The impact of all the variables cannot be ascertained because some of them are intangible. The consequences of various alternatives cannot be anticipated accurately. Hence, decisions taken under uncertainty cannot guarantee the success of decision-making process. The Human factors like value systems, perceptions, social factors, institution etc. are the main limits on rational decision-making. Managers, being human beings, are greatly influenced by their personal beliefs, attitudes and biases. Because of this, the capacity of a decision-making process varies from individual to individual and from situation to situation. Every manger is vitally concerned with the above limitations in his approach to rational decision-making. He has to collect all the relev ant information and try to overcome the above limits on rationality and choose the most rational decision for solving any given problem. Ba†iers of Effective Decision Making Apart from the above limitations, decision-making process remains to be ineffective because of the existence of various barriers in organization structure. These barriers impede the process of identification of problems. It’s analysis and the development of the solutions. The following are the important barriers that can block managerial effectiveness in choosing the most suitable decision as per Elbing. The tendency of a human-being to evaluate a given problem with pre-conceived notions, act as a stumbling block in understanding the real situation. Though it’s dangerous, managers feel safer if they do not change what is familiar. Eventually, the ineffective decision of a familiar way becomes accepted rather than considering new and innovative means. Many managers fail to demarcate the symptoms from the main problem. Many mangers have a tendency to respond to the problem instantaneously without proper infonmation and thinking. If they gather more infonnation, they become rather than what is unique in new problem. The above problems are mainly responsible for either indecision or for half decision in the modern organizations. Knowledge of the above problems will surely help the managers in arriving at pragmatic decisions. The following suggestions can be offered to overcome the above barriers so as to make the managers more effective in decision-making process. Avoid premature evaluation. Initiate impartial probing by avoiding personal biases on the outcome. Develop a sound system that can supply adequate information for making decisions. Encourage group leaders to respond to a given situation and compare the pros and cons of the solutions offered by the two groups for making an effective decision. Encourage innovative thinking among the sub-ordinates so as to identify the crux of the problem without waste of time and money. When decisions of critical and pivotal in nature are to be taken, encourage group thinking. For this, the problem is to be presented to the sub-ordinates first and they are asked to develop as many solutions as possible in a free environment. Techniques of Decision -making Brainstorming:- Brainstorming is the oldest and widely followed technique for encouraging creative thinking. It was originally developed by A. F. Osbom. It involves the use of a group. This is an approach to improve problem discovery and solving by encouraging sub-ordinates to give their ideas and solutions in a free environment, they will generate creative ideas. Continuous interaction through free discussions may result in spontaneous and creative thinking. The larger the number of solutions , the fairer are the chances in locating an acceptable solution. The research proves that on hour brainstorming system is likely to generate 50 – 150 ideas. It is interesting to note that while most of them are proved to be impracticable, at least, some of them merit serious consideration. This group process is not without limitations. It continues lot of time and therefore,is an expensive exercise. Secondly,it emphasises only quantity of solutions which more often than not proved to be superficial. By overcoming the above limitations, a modern manager can use this an an effective tool. Some of the claimed advantages of the brainstorming technique include:-  » It reduces dependence on a single authority figure.  » It encourages the open sharing of ideas.  » It stimulates participation among group members. It provides individual safety in a competitive group.  » It maximizes output for a short period of time.  » It ensure a non evaluative climate.  » It tends to be enjoyable and stimulating. Synetics- When compared to Brainstorming, synectics is a new concept developed by William J. J. Gorden. The terms ‘Synectics’ is derived from a Greek word which refers to â€Å"Fitting together of diverse elements†. It starts on the premise that this concept encourages novel thinking for the development of alternatives through putting together different ideas which are distinct from each other. A given problem is presented to a group of people with different backgrounds and varied experience. It is the responsibility of the group leader to present the problem and lead the discussions in order to stimulate creative solutions. This approach ensures on the spot evaluation of members suggestions. The leader who is a technical expert is always assisting the group in evaluating the feasibility of their ideas. But experience shows that synectics has been less widely used than â€Å"Brainstorming†. When the problem is real tough and challenging, this approach is used for effective decision-making. Like Brainstorming it also suffers from the same range of limitations. The synectic techniwue includes the following steps:- Problem statement and background information stage:- The group leader describes the general area of discussion but avoids identifying the specific problem . Creative thinking on the problem is encouraged. The leader presents background information on the problem and the goals associated with the idea solutions. Good wishing stage:- Group members are encouraged to wish for anything that comes to mind that could address the problem. As in brainstorming, in this â€Å"freewheeling stage† people are encouraged to generate wild ideas and to hitchhike. Exploring ideas and not evaluating them are of utmost importance at this stages. Excursion stage:- Paricipants are asked to forget about the specific problem. They are asked to generate ideas about a somewhat unrelated are that eventually might be related to the problem at hand. Forced-fit stage. Participants take ideas from the excursion stage and force them to fit the initial problem. Although this often appears quite unusual and obtuse, it is intended to encourage creativity. In fact,evidence suggests that many great thinkers develop ideas from such experimental thinking. Intemized response stage:- The group picks one of the ideas generated during the forced fit stage and pursues it further. The idea is dissected on only its positive aspects are identified. After all the positive aspects have been explored,the idea’s limitations are addressed. This focus on the positive is intended to encourage productivity and creativity. The outcome of the synectic process is a single unique plan or decision that has undergone considerable evaluation. The process tends to produce innovative ideas. Synectic approach can be quite useful for creative planning and decision making. Its cost is high. Furthermore, it produces only one potential solution to a problem. If that solution turns out to be unusable,the problem remains, and the process has failed. The Nominal Group: The nominal group consists of people knowledgeable on the issue to be decided who are in the same physical location and who are aware of each other but who do not directly interact while they are working together. The specific techniques for using the nominal group in decision-making vary with the situation, but usually the following steps are involved. l The manger brings the group together and outlines the problem. lEach member of the group generates a number of ideas in writing. lEach member then presents a single idea at a time to the entire group. The ideas are written on a blackboard or on large pieces of paper, and discussion of them is limited to clarification. When no further ideas merge, or when the manager feels the process has gone far enough, each member votes on the ideas, again in writing. The final decision is summed outcome of the individual votes, but the manager is free to accept or reject it. Ooerations Research:- The Origin and development of operations research is attributed to military operations and applications in 2†³Ã¢â‚¬  world war. The war put tremendous pressure on the use of available scarce resources for various strategic and tactical operations. The success of operations research in developing options of effective and efficient nature was instrumental in making this approach rather dependable in decision making process. Now-a-days, greater emphasis has been laid on the use of mathematical models to reflect different options and constraints in a situation and their effect on a selected goal. This quantitative approach to decision-making is usually referred as â€Å"Operations Research†. Of late, it has become an invaluable tool in the kit of a decision-maker. Operations Research employs optimizing models like Linear Programming, Project Management,Inventory Control, Decision Theory and Waiting Line Theory. Operations Research is the systematic method of studying the basic structure, functions and relationships of an organization as an open system. It always adopts a systems approach to management in getting things done. It is constantly interested in developing optimal solution with limited resources in a given situation. It covers six steps in its approach to problem solving. They are: a. Identification of a problem. b. Construction of a mathematical model to investigate the problem. c. Developing a good solution. d. Testing of the model in the light, the data available. e. Identifying and setting up of control points. f. Implementation of the option as a solution to a critical problem, putting a solution to work. In essence, Operations Research attempts to develop the best solution that will contribute to organizational goals. Limitations of Operation Research:- Operations Research technique is not †¢ panacea to all the problems of modern management. In other words, it is not the end. Since Operations Research does not take intangible aspects into consideration, subjective judgement becomes difficult under this model. As the Operations Research technique directly depends upon the use of mathematical and statistical tools,it is increasingly becoming complex and costly exercise. Since decision making is a human process,It cannot be predicted properly. At the same time, the impact of such factors cannot be measurable. Delphi Technique:- It is a technique normally used for forecasting future events. It is a group decision making technique. Under this method, independent opinions are sought from the members repeatedly so as to develop a best solution to a given problem. The success of Delphi technique depends upon a simple technique of understanding the problem from the other man’s perspective. This ensures success. Though it is a useful technique, since it involves time and cost,it can not be tried in all situations. At the operations level hundreds of de(isions are made in order to achieve local outcomes that contribute to the achievement of a company’s overall strategic goal. However, all these decisions are interrelated and must be coordinated for the purpose of attaining the overall company goals. Many decisions-making situations occur under conditions of uncertainty. For example, the demand for a product may not be 100 units next week but may vary between 0 and 200 units, depending on the state of the market, which is uncertain. Decision analysis is a set of quantitative decision-making techniques to aid the decision maker in dealing with a decision situation in which there is uncertainty. However, the usefulness of decision analysis for decision making is also a beneficial topic to study because it reflects a structured, systematic approach to decision making that many decision makers follow intuitively without ever consciously thinking about it. Decision analysis represents not only a collection of decision-making techniques but also an analysis of logic underlying decision making. The general process of the Delphi technique follows: A panel of people who are knowledgeable about a particular problem is selected. The members of the group never actually meet. The panel can have members both inside and outside the organization, and the individual members may or may not know who the other members are. A questionnaire about the problem to be solved is sent to each members of the panel. Each person is asked to make anonymous suggestions. These suggestions are pooled, and a feedback report is developed. The feedback report and a more advanced, second stage questionnaire are sent back to the panel members. Each panel member independently evaluates the feedback report, votes on the priority of the ideas contained in it, and generates new ideas based on it. The process is repeated until a consensus is reached or until the manager feels that sufficient information has been received to make a decision. A final summary feedback report is developed and set back to the group members. A major advantage of the Delphi approach is its anonymity. In groups that interact face-to-face, one person may dominate, or everyone may watch the manager for clues to what is wanted. Further is interacting groups and individual may take a stand and not want to back down for fear of losing face. Frequently experts are more concerned with defending their position than with reaching a good decision. Electronic meetings: The most recent approach to group decision making blends the nominal group technique with sophisticated computer technology. It’s called the electronic meeting. The major advantages of electronic meetings are anonymity, honestly and speed. Participants can anonymously type any message they want and it flashes on the screen for all to see at the push of a participant’s board key. It also allows people to be brutally honest without penalty. And it’s fast because chitchat is eliminated, discussions don’t digress and many participants can â€Å"talk† at once without stepping on one another’s toes. Experts claim that electronic meetings are as much as fifty five percent faster than traditional face to face meetings. Phelps Dodge Mining for instance, used the approach to cut its annual planning meeting from several days down to twelve hours. Yet there are drawbacks to this technique. Those who can type fast can outshine those who are verbally eloquent but lousy typists, those with the best ideas don’t get credit for them, and the process lacks the information richness of face to face-to-face oral communication. But although this technology is currently in its infancy, the future of group decision making is very likely to include extensive use of electronic meetings. Decision making without probabilities:- A decision making situation includes several components, the decision themselves and events that may occur in the future, known as states of nature. Future states of nature may be high or low demand for a product or good or bad economic conditions. At the time a decision is made, the decision maker is uncertain which state of nature will occur in the future and has no control over these states of nature. When the probabilities can be assigned to the occurrence of states of nature in the future, the situation is referred to as â€Å"decision making under risk†. When probabilities cannot be assigned to the occurrence of future events, the situation is called â€Å"decision making under uncertainty†. Each decision will result in an outcome or payoff, for each state of nature that will occur in the future. Payoffs are typically expressed in terms of profit, revenues, or cost. For example, if decision 1 is to expand a production facility and state of nature a is good economic conditions, payoff la could b e $100,000 in profit. Once the decision situation has been organized into a payoff table, several criteria are available to reflect how the decision maker arrives at a decision, including maximax, maximin, minimax regret, Hurwicz, and equal likelyhood. These criteria reflect different degrees of decision-maker conservatism or liberalism. On occasion they result in the same decision; however, they often yield different results. Different decision criteria often result in a mix of decisions. The criteria used and the resulting decisions depend on the decision maker. For example, the extremely optimistic decision maker might disregard the preceding results and make the decision to maintain the status quo, because the maximax criterion reflects his or her personal decision-making philosophy. How to cite Explain the Decision Making Process with Example of Your Own, Essay examples

Business Process Management Architectures - MyAssignmenthelp.com

Question: Discuss about the Business Process Management Enterprise Architectures. Answer: Introduction Business process architecture includes a blueprint for the organization that help analyse the strategic objectives as against the demands that are put across(Weske, 2012). Business architecture enables development of a bridge in the enterprise model as against the various functionalities to include the diversified range of aspects that is catered to by the organization goals. Thus, this structure incorporates operational, motivational as well as analytical frameworks that can help extend a competitive structure. The scope of the current business report is for a medium sized business located in Brisbane in Queensland that has approximately between 20 to 200 employees. There are 7 formal functional departments within the organization. The business provides entertainment packages to clients and also refunds them in case they are not satisfied with their services(Jeston, 2014). Though the business was functioning well but recent trends depicts a downward trend that might be due to global financial crisis. The business architecture provided will allow the business to come outside the purview of this challenge faced and overcome the situation. The report highlights the importance of business process architecture to this client by identifying potential process solutions. The implementation aspects of such business processes in enhancing effectiveness of the client organization and certain recommendations are encompassed in the discussion(Ko, 2009). The recreational business of the firm had been operating in a good manner experiencing growth however recent trends have been depicts various challenges of the business. The organization has several departments consisting of operations, human resources, procurement, sales, accounting, marketing, research and development(Choi, 2008). All these separate departments is headed by the CEO of the organization, who has over 10 years of experience within the industry. Though there are separate departments and allocation of tasks and responsibilities there is a lag in knowledge and experience of each of departmental managers. Each and every departmental heads do not have adequate skills and responsibilities that can match effectiveness to the current structure present. There is a delusion of roles and responsibilities amongst managers and lag in leadership qualities that have hampered the business and caused diversions to meet its designated goals(Becker, 2013). The organization is currently experiencing immense competitive threats and pressures due to lag in professionalism and leadership qualities. It is facing immense threats from tackling issues pertaining to delivery for each departments to meet designated goals. Thus, the proposed solution is aimed at suggesting an appropriate business process architecture framework. Business Process Architecture and its effectiveness Globalization along with technological advent has led to complex structure and diversified customers as well as employee bases(Caetano, 2009). The challenges faced by current business are more complex in nature hence requires greater capabilities that require organization to adopt an integrated approach towards their businesses and customers. Thus, the relevance and importance of Business Architecture. Business architecture presents a view of the organization such that all aspects of the business can be presented in an integrated manner. A business process architecture comprises of a blueprint for the organization such that strategic initiatives can be aligned to meet its demands and goals(Muller, 2008). The scope of the current organization involves providing leisure based services to its diversified customer base, which are its goals. Thus, its vision is to satisfy client by providing appropriate packages at adequate price levels that allows to perform various functionalities. In o rder to cater to various functionalities of the business each departments needs to work in a coordinated manner and align their strategies accordingly. Business process architecture allows for capturing business strategies within its capabilities such that each and every department of the business can perform various functions(Smart, 2009). All such strategies are aligned to value streams such that knowledge is shared in a semantic manner from customers, supplier, orders and feedback as well. Within the organizational view various roles, composition and business units along with capabilities are captured in a manner such that internal and external units can be properly handled. In the business process architecture each segment of the business is well segmented to allow for strategical filtration(Ren, 2012). A business strategy is divided and sub divided into people processes and technology and the core business processes deliver such that they can meet these diversified functions. strategies are formed by taking into account customer needs and dispositions. As the scope of the current business is to deliver and cater to leisure activities, in order to be competitive it needs to understand and undertake extensive competition analysis(Schelp, 2007). Customer market research for demands of specific products can lead to understand the diminishing market share for the Company. Instead of relying on global trends of decreasing market share, market research regarding recent trends in travel and tourism can allow fruitful insights. Understanding of customer needs by marketing department will help provide relevant insights to the research team who will be able to un dertake innovation in similar lines. Then sales team can target individuals according to STP techniques. Particular Segmentation Target Positioning techniques will help achieve success and generate revenue for the purpose of the organization(Vom Brocke, 2010). Further operational team can undertake relevant tie-ups will suppliers such that overall costs reduction can be easily achieved. Suppliers and other vendors of the business can deliver cost effectiveness by Value Chain Analysis for the business. Operations can be enhanced by means of technology and process integration within the same infrastructure. Value from the business can only be derived in terms of integrated management conducted by the business. Once all relevant and separate aspects of the business is integrated then effectiveness can easily be delivered(Simon, 2014). Steady communication needs to be maintained within each aspects of the organization such that there are no conflicts and one department can work in accor dance to another department. Thus, implementation of business process architecture will allow for customer satisfaction and catering to services in a value based manner such that efficiency can be established. Gaps in Processes Accommodating in business process architecture can help get higher efficiency and management in existing goals(Pulkkinen, 2007). Business process architecture allows for integration of business higher levels strategies into the existing framework to derive values within the scopes of the business. The current organization has various gaps within its departments that can prevent from accommodating for business process architecture. Various gaps in the business processes have already been identified before. The following are some of the diagnosed gaps as ; At the top management level: Though the current CEO is managing the business for a prolonged period of years, yet there are various gaps in his skills. The CEO lacks leadership skills and strategies adopted by him in highly competitive markets are fragmented by means of differentiated terms(Kurpjuweit, 2009). The Company under his leadership has accepted external strategic influences for functioning which opens up the Company to more strategic threats. Strategic goals of the Company needs to analyse external and internal factors to capabilities to devise strategies thus, there is a gap which needs to be accommodated within the scope of the organization such that it is able to make effective strategies. At managerial levels: there are tremendous levels of gaps as well hindrances that exist at the managerial levels of the organization. Though there is departmentalization within the organization yet there prevail immense amounts of lags in capabilities of each personnel(Al-Debei, 2010). Departments within the organization consist of operations, human resources, procurement, sales, accounting, marketing and research and development. Firstly Operations manager is the only organized department within the scope of the organization, but there are frequent conflicts that they have with human resources manager. The Operations manager manages responsibilities of 10 staffs reporting directly to the CEO, handling all necessary paper works. The functionality of the operations department is lagging and as the department works efficiently it can be allocated greater responsibilities to coordinate work processes in regards to customer bookings and other work aspects(Amit, 2015). The Human Resource Departmental manager has no prior experiences in the field and has responsibilities in areas of finance. Though the department is responsible for carrying on responsibilities of recruitment, induction, HR legislative compliance, employee departures but it seldom cater to its responsibilities well. Further, there are no functionalities of the department in respect to performance appraisals and training or other pertinent aspects that can enrich employees and bring about engagement process such that they can contribute to the business architecture(Myrick, 2007). Procurement manager is highly inefficient as it is not able to cater to its responsibilities and handle supplier relationships well. Though he reports to the Sales Manager such line of authority is invalid for the current organizational scope. As procurement is not directly related to sales also there are conflicts of procurement manager with that of sales manager and operations manager. Sales manager comes with no formal degrees or education and has differences with accounting manager. Lines of authority for Sales Manager is also poorly defined, also there are various conflicts between each departments. Process Integration: Due to communication gaps existing amongst various departments and conflicts amongst them there is lack in process integration. In order to render value to customers various processes within the organization needs to be integrated and delivered value. Information needs to flow dynamically and rapidly throughout the organization such that decisions can be taken in an informed manner. BPMN Process Flow Diagram The below is a BPMN process flow diagram that includes various aspects of the business into its framework. For the purpose of catering to customer needs all departments needs to take integrated decisions and process flow has to be enhanced to increase effectiveness. The business processes includes customers one side and suppliers on the other to cater to needs and demands of its various customers. Further as revenues is generated by the sales department specific targets needs to be provided to them such that they can meet the aims and objectives for the organization. The marketing department is responsible for delivering services to customers. human resource department needs to frequently evaluate performance of employees and staffs such that they are able to increase productivity and engage in the business in a motivated manner. The role of the HR department also includes catering to job design, employee motivation and employee engagement for enhanced effectiveness to the business. There are certain business changes that are proposed for the current business process architecture. Such processes that can be integrated into the business includes Master Data, support and Management Processes. A master data will allow to integrate various concepts and data that is provided within the business. Master data will allow scope of Data analytics and formation of strategies accordingly. Support systems by a professional consultant will allow to integrate external factors and competitive strategizing for the business scope. A Management Processes needs to be followed for the entire business such that information and communication flows effectively and customer satisfaction goals are met. Management processes that needs to be included is primarily focused on professionalism aspects such that tasks are completed and conflicts are avoided. Management processes for conflicts and grievances settlement procedures needs to be followed. Solution Considerations Analyzing the scope of performance and reviewing current situation at the organization reflects that there is improper framework within the same(Van Der Aalst, 2007). The Company needs to adopt a proper Business Process Framework that allows delegation of roles and responsibilities for compliance on duties such that it can generate revenues for its business and gain customer satisfaction regarding the same. The proposed solution that involves incorporating in a Management Processes along with support system will allow to integrate separate departments and processes within the business enterprise framework and generate high amounts of impact for the same. Once the consideration has been taken into being for the scope and purpose of the business there will be immense amounts of impact that will be created. The Management Processes and support system will help attain to customers generate revenues and sales for the business. Thus, employee time will be utilized in an effective and in efficient manner(Wang, 2008). High levels of productivity within the scope of the organization will lead to generating returns on investment and creating opportunities in terms of exploring market opportunities. Generating high amounts of profits and revenues for the business according to roles will allow accommodating in risks aspects associated with the business. As travel and tourism markets often fluctuates along with a large number of competing companies there are various risks associated with the business. Business Process Architecture will help overcome the same risks of business fluctuations by designing products and services in a manner and by deli vering values accordingly. In case the business is able to adopt its processes accordingly then it will be able to extend its competencies and occupying a stable market space(Trkman, 2010). Stable sources of revenues will allow the Company to take advantage of creating a sustainable advantage in the market. Overarching Way Proposed process changes can deliver immense amounts of benefits and value addition to the business. The proposed change will allow to integrate with the clients and enable understanding their needs as against market and industry standards. In case markets are fluctuating then the Company can devise a low costs solution for the customers such that they are able to purchase services of the Company(Jung, 2007). These process changes needs to be adopted by the Company in a rapid manner by means of staff training, technological updation and system changes. The newly designed and formed technological solutions will enable the business to adopt and cater to a large and diversified numbers of customers. Further each and every staffs as well as employees has to be given knowledge and skill updation such that they are able to accommodate and apply the new systems and structures. The most important aspect of this type of change is that employee base is able to integrate and accommodate for the same. There will be multiple processes that will be applied in the business and each and every aspect of the process application will need to be evaluated. Evaluation of processes will help accommodate for changes incorporated such that success of changes can be measured. The business process will integrate key process indicators (KPI) scores for reflecting on success of the various changes that is accommodated(Gharajedaghi, 2011). Each and every process as staff training, application of new technology, client acquisition, sales, services and other factors will have set indicators against which performance of each and every dimensions will be measured. Achievements of KPI scores will be evaluated in a periodic manner with a gap of 6 months period and thereafter a period of a year. Such targets will help meet expectations of the business and overcome the challenges that are faced previously. Recommendations Analyzing the above framework and diagnosing the pertinent challenges that are faced by the business it can easily be understood that business architecture can benefit the business a lot. The following recommendations can enable the Company overcome its current crisis situation and gain back business effectiveness such that it can reinsure profitability and professionalism in its current scopes. The current organization needs to delegate responsibilities appropriately and while adopting business architecture has to form a strategizing framework. While the lines of authority within the business still remain delusional, such needs to be reframed to allow for better strategic integration. There needs to be application of strategy brought about by business strategic and structural framework that can provide the business with value addition. While the business aims to make profits, such terms and concepts needs to be figured rather than conceptualizing. Sales figures which are prominent for the organization needs to be ascertained for generating greater amounts of revenues. Business process architecture needs to be followed diligently to allow for value integration with that of supplier and customers as well. Customer feedback needs to be taken by marketing team and not by research and development team to act on it. The organizations HR framework needs to be followed diligently such that functionalities can be performed accordingly. There are tremendous amount of clashes and irregularities in roles and responsibilities which needs to be sorted accordingly to allow for greater role performances. Overall business process framework will allow the company to adopt strategies and follow a methodical framework for the same. Reference Lists Al-Debei, M. M. 2010. Developing a unified framework of the business model concept. European Journal of Information Systems, 359-376. Amit, R. . 2015. Crafting business architecture: The antecedents of business model design. Strategic Entrepreneurship Journal, 331-350. Becker, J. K. 2013. Process management: a guide for the design of business processes. Springer Science Business Media. Caetano, A. S. 2009. A role-based enterprise architecture framework. In Proceedings of the 2009 ACM symposium on Applied Computing. ACM., 253-258. Choi, Y. K. 2008. An enterprise architecture framework for collaboration of virtual enterprise chains. The International Journal of Advanced Manufacturing Technology, 1065-1078. Gharajedaghi, J. 2011. Systems thinking: Managing chaos and complexity: A platform for designing business architecture. . Elsevier. Jeston, J. . 2014. Business process management. Routledge. Jung, J. C. 2007. An integration architecture for knowledge management systems and business process management systems. Computers in industry, 21-34. Ko, R. K. 2009. Business process management (BPM) standards: a survey. Business Process Management Journal, 744-791. Kurpjuweit, S. . 2009. Concern-oriented business architecture engineering. In Proceedings of the 2009 ACM symposium on Applied Computing. ACM., 265-272. Muller, G. 2008. A reference architecture primer. . Eindhoven Univ. of Techn., Eindhoven, White paper. Myrick, C. B. 2007. U.S. Patent No. 7,162,427. . Washington, DC: U.S. Patent and Trademark Office. Nayak, N. L. 2007. Core business architecture for a service-oriented enterprise. IBM Systems Journal, 723-742. Pulkkinen, M. N. 2007. Managing information security in a business network of machinery maintenance services businessEnterprise architecture as a coordination tool. Journal of Systems and Software, 1607-1620. Ren, G. J. 2012. Identifying information assets for open data: The role of business architecture and information quality. In Commerce and Enterprise Computing (CEC). 2012 IEEE 14th International Conference on. IEEE., 94-100. Schelp, J. . 2007. A balanced scorecard approach to measure the value of enterprise architecture. Simon, D. F. 2014. Enterprise architecture management and its role in corporate strategic management. Information Systems and e-Business Management, 5-42. Smart, P. A. 2009. Understanding business process management: implications for theory and practice. British Journal of Management, 491-507. Smolander, K. . 2008. Conflicts, compromises, and political decisions: methodological challenges of enterprise-wide e-business architecture creation. Journal of Database Management, 19. Trkman, P. 2010. The critical success factors of business process management. International journal of information management, 125-134. Van Der Aalst, W. M. 2007. An SOA-based architecture framework. International Journal of Business Process Integration and Management, 91-101. Vom Brocke, J. . 2010. Handbook on business process management. Heidelberg: Springer. Wang, X. Z. 2008. A method of business and IT alignment based on enterprise architecture. In Service Operations and Logistics, and Informatics, 2008. IEEE/SOLI 2008. IEEE International Conference on (Vol. 1, pp. 740-745). IEEE., 740-745. Weske, M. 2012. Business process management architectures. In Business Process Management (pp. 333-371). Springer Berlin Heidelberg.