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A BUSINESS STUDY

3

Abstract

Businessesinvolve people who behave differently, so skills to deal withbehaviours are crucial, in a business environment. Behaviour issomething unique that needs proper management skills to deal with it,at all times. Management is not just anything that is meaningless.The real nature of an organization or business is not possiblewithout involving management. It involves more than just planning andstaffing, leading and organizing. In all cases business provideemployment to people, which in turn enriches the lives of theworkers.

Peoplemanagement strategies are what hold an organization or businesstogether, without this an organization can collapse .Resources orresourcing in management involves deployment and manipulation offinancial resources, human resources, natural resources andtechnological resources (Thompson and Mchugh, 2012).

Agood example of a small scale firm is 7D Cinema Company, which islocated in Muscat City Centre Mall. The company deals with cinemasand filming. It’s one of the best in the industry. Organizations dohave their own problems, like low staff morale, poor motivation andteam complications, all these result from behaviours of themanagement, or just workers. It’s just anew company (James,2010).Companies or organizations can be considered as systems, it isfrom this view that management can be said to be human action thatincludes designing and facilitating of production of useful effectsfrom a system (Craig, 2009).

Theman reasons of choosing this kind of business are like any other,just mainly pout of interest. Business matters and management arealmost inseparable. The many issues emerging from the differentreactions of workers in a given organization or management show thatorganizational behaviour is not an easy thing .Management needsskills, by all means the managers have to be properly trained, aswell as talented .It involves policies and strategies in the planningprocess. Without the necessary strategies management can fail.Planning is a must at all the different levels of management(Thompson and Mchugh, 2013).

Thebasics of decision making start with reasoning, which involvesselecting several course of action from a number of scenarios ,sothat issues are solved. The decisions made at the management levelaffect the junior workers directly, or indirectly (Jaffee,2011).Whenever decisions are made there is usually the final point orchoice. So decision making as a process is only stopped only when asatisfactory level has been reached, in relation to the issue at hand.At this point, best decisions will always minimise the number ofworkers who can resign from the company .Although there are thoseworkers, who are usually genuine in their moves, but many who resigntend to have reasons directly linked to the decisions of themanagement. This shows that the managers must always be careful withtheir egos. The managers at 7D cinema target mainly the youth and theaged in their business .According o them ,these age groups are morelucrative in cinema business (Doya and Michael, 2012).

Betterworking conditions provide better motivation to workers, and evenpromotions, which in turn help to mould the business in a morecompetitive venture (Triutaphyllou, 2010).So, what happens before decisions are made, in majority of casesplanning must be done. The planning process is important in guidingthe whole process of decision making (Daniel and Tversky, 2010). Both categories target to make the best decisions possible on theissues at hand. While deciding to start 7D cinema, the total cost was$ 500,000.Basing on the charges of filming ,the approximate value of$ 1000,per day just on profits alone, proves something big to themanagement (Hall, Ariss and Todorov, 2007).

Decisionmaking is known to be as old as mankind himself. In the ancient daysit however used to be a bit primitive, and without the more advancedtechniques that the modern life has (Daniel and Tversky, 2010). Thisclearly shows how far mankind has come. The modern industrializedworld is more advanced than the simple and less complex old days(Hall, Ariss and Todorov ,2007).

Howeversmall an organization is decision-making is crucial at all times.This company, 7D cinema, before it was started, mainly the youthswere interviewed, who gave a really big response. .Decisions made atany one point are normally influenced by some factors such as onesbackground, interests, goals, emotional state, as well as intuitionand desires. It is from this position that this filming company wasstarted (James, 2010).After the decision has been reached then thebest alternative must be chosen together with its implementation(Kepner and Tregoe, 2009)

Conclusion

Abetter business venture must always promise better things to itsworkers .The 7Dcinema will always be promoted throughbetter investment of its resources ,and provision of sponsorshipsto youth groups always .Thebetter promises must also be implemented, in order to retain theworking staff at all times. Muscat city shines nowadays a lot morebecause of this 7D cinema company.A promising management must alwaysstand on its two legs, and make the environment better for all theworkers, that it deals with the 7 D cinema Company is acase in point that does things better (James, 2010).

References

    1. Craig, S. (2009, January 29). Merrill Bonus Case Widens as Deal Struggles. Wall Street Journal.

    2. . Daniel .K., &amp Tversky. A.(2010). Choice, Values, Frames. The Cambridge University Press..

    3. . Doya, K &ampMichael .N .S. (2012). &quotDecision Making&quot. Current Opinion in Neurobiology 22 (6): 911–913.

    4. . Hall, C.C., Ariss, L. &amp Todorov, A. (2007). The illusion of knowledge: When more information reduces accuracy and increases confidence. Organizational Behavior and

    5. — Human Decision Processes, 103: 277-290

5..Jaffee, D. (2011) `the rise of factory system` organisation theory,Boston, McGraw Hill pp 42-63.

6..James .R. (2010). HumanError.Ashgate: England..

7.Kepner, .C. H.&amp Tregoe, .B.B. (2009). TheRational Manager: A Systematic Approach to Problem Solving andDecision-Making. McGraw-Hill

8..-Thompson, P and Mchugh, D (2012) Workorganisations: A critical introduction. Chapter 2,3,4,7 and 12.9.-Thompson, P and Mchugh, D (2013) Workorganisations: A critical introduction.Second edition Chapter 4.

10..Triantaphyllou, E. (2010). .Dordrecht, The Netherlands:Kluwer Academic Publishers (now Springer). p.&nbsp320..