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Assignment
1.0 Introduction
Ever since its inception as an independent airline in 1987, Malaysia Airline System Berhad is
doing business as Malaysia Airlines. Proudly running as the national-flag carrier of Malaysia, it
operates flights from its main home base of Kuala Lumpur International Airport (KLIA) with
secondary hubs at Kuching and Kota Kinabalu on the second island of the Malaysian state. With
a concentration of network on both regional as well as international sectors, MAS has come to be
known as a world renowned airline as well as a local favorite along with its subsidiary, MAS
Wings, credit being given to its staff hospitality and its marketing campaigns. After conducting
an analysis on a local and international level it has been understood that there are various issues
and opportunities that are being faced or available by and to MAS. Some of these are an
overstaffing problem involving a workforce of more than twenty-thousand employees all over
the world. Another one, being incurred net losses of RM 479 million by the third quarter of 2011.
By the end of the fourth quarter the airline had incurred a loss of RM 2524 million, indicating a
substantial decrease from a profit of RM 234 million in the previous year. However the airline
had remained profitable in the previous fiscal year of 2010.
This report will analyze the organizational behavior of Malaysia airline which talks about four
parts: business efficiencies, customer relationship and marketing efficiencies, human resource
and knowledge efficiencies, differential efficiencies. It also involves a SWOT analysis on the
airline as well. Finally, MAS has the vision in the next 3-5 years to become a 5-star value carrier
through a strategic medium term plan which has been devised that might prove beneficial for the
airline.
costs,
Malaysia Airlines
was
forced
to
broadly restructure
operations
In order to understand and analyze the current scenario of Malaysia Airlines and provide future
strategies the Efficiency Model has been used. Under the Efficiency Model MAS will be keenly
studied on 4 efficiency areas which are Business Strategy, Customer Strategy, HR Strategy and
Innovation Strategy.
2.1 Business Efficiencies
2.1.1 Finance Management
The Airline industry, more so than other industries is vulnerable to demand shocks created by
macroeconomic events. In 2011, there were two such shocks with the earthquake and tsunami in
Japan and the floods in Thailand. Furthermore, the possibility of a global recession caused by
Europes sovereign debt crisis and a continued high cost of jet fuel must be prepared for.
Malaysian airlines must unveil a new business and finance strategy aiming to restore
profitability.
2.1.1.1 Net loss
The Malaysian flag carrier, which turned a profit in 2010, incurred net losses of RM 479 million
by the third quarter of 2011. By the end of the fourth quarter the airline had incurred a loss of
RM 2524 million, indicating a substantial decrease from a profit of RM 234 million in the
previous year.
2.1.1.2 Fuel & Non-fuel Expenditures
Further more fuel costs had gone up 25% by the end of Q4 in 2011 to RM 305 million. Non fuel
costs had increased by 50% accounting for additional provision including redelivery of aircraft
among others. The provisions made in Q4, 2011 had totaled to RM 1.09 billion. Although the
fuel costs recovery rate had and continued to improve from the previous quarter, fuel price still
remains highly volatile affecting the airlines revenue performance.
In order the restore profitability the airline carried out a new business plan seeking to cut
capacity and increase focus on the premium sector.
The airlines lower load factor brought with it improved yields by the end of 2011. The RASK
(Revenue per available seat kilometer) had also increased by 2% as can be observed the figure
below. Although there had been a modest growth in revenue, yield and RASKs by the end of
2011 it was insufficient to offset higher fuel costs.
wide body aircraft and improving other aspects of product quality which is necessary for the
success of such a premium full service carrier.
(Available Seat Kilometers). MAS also need to work on reducing about 25% of its European
capacity in order to achieve the goal of a 12% system-wide capacity reduction.
MAS now serves five destinations in Australia and Auckland in New Zealand but it is doubtful
they would eliminate these flights as MAS seeks to forge a close partnership with Qantas, which
is sponsoring MAS entry into oneworld alliance.
Australia and New Zealand hold 22% of MAS international ASKs, while Europe accounts for
29%. A minor increase in capacity in expected from Asia which accounts for 39% of total
international ASKs.
The network changes have a great chance to improve the carriers structure by MYR220 million
(USD69 million) to MYR302 million (USD95 million) annually, starting from 2012. With its
smaller long-haul network MAS will focus mainly on the premium segment, leaving Malaysian
long-haul low-cost carrier AirAsia X to focus only on the budget sector.
MAS plans to win or gain back its premium long-haul passengers, mostly through changing its
carriers. A phase-out of MAS ageing widebody will be pursued and simultaneously new
passenger facilities will be introduced. By the end of next year the carrier will be operating only
three types of modern widebody aircraft A330-300s, B777-200ERs and A380s. A330-200s and
B747-400s will be lashed out by the end of 2012. MAS assumes the average age of its fleet will
decline over the next four years from 13 years to only five years, giving it a younger fleet than
Asian leaders AirAsia, Cathay Pacific and Singapore Airlines (SIA).
A set of additional A330-300s and MAS first batch of A380s will be delivered in 2012. The new
business plan which was conducted by Malaysian Airlines confirmed that their first A380 aircraft
will be positioned on the Kuala Lumpur-London route. MAS mentions that the A380 will have
exceptional in-flight services which will help determine improvements in its yield and load
factor. MAS London route, which served with double daily B747-400s, suffered months from
low load factors and yields. The A380 will bring in more change and result in extra capacity at a
time. MAS is also pursues a connection with oneworld member British Airways (BA), which did
not serve Kuala Lumpur back in 2011, leading to a potential joint venture in the UK-Malaysia
market and beyond. Qantas, which already operates A380s to London and has an existing joint
venture with BA on the UK-Australia route, could also end up in this partnership.
MAS begin to transfer all of its B737-800s to its new regional premium carrier. The new carrier
plans to operate regional international routes within four hours of Kuala Lumpur, including to
destinations in Southeast Asia, the Indian subcontinent and China. A preliminary initial route
map for the new carrier includes six ASEAN destination which
include Singapore, Jakarta, Manila, Hanoi, Ho Chi Minh City and Bangkok as well as the east
Malaysian domestic destinations of Kuching and Kota Kinabalu. But MAS declares that the
domestic routes will continue to operate with B737-400s which is expected to be phased out by
2015.
The use of B737-800s will allow MAS to significantly increase frequency on its regional
international routes because MAS now uses widebodies on these routes alongside B737s. MAS
says the switch to B737-800s will also result in cost improvements because the B737-800 is 26%
more efficient on a fuel cost per ASK basis than the A330-200 and 23% more fuel efficient on a
fuel cost per ASK basis than the B737-400.CAPA data shows MAS operates 14 B737-800s with
40 more of the type which has been placed on order. Several additional B737-800s will be
delivered next year as MAS now plans to take delivery of a total of 23 aircraft in 2012 which
would be a mix of B737-800s, ATR 72s, A330-300s and A380s.
MAS are confident that the new regional carrier, with its modern fleet and high product
standards, will better meet the needs of Asias regional premium passenger. MAS expects this
"win back customers" portion of its new business plan to generate a profit impact of MYR394
million (USD124 million) to MYR477 million (USD150 million) annually. This will be achieved
by improving yields by 19% in 2012 while unit costs are expected to remain flat. In addition to,
the new partnership with AirAsia is also expected to have a big impact on the revenue side as
MAS begins to use AirAsia to improve its network connectivity. MAS reveals in its business
plan that a connection service will be launched on non-overlapping routes. The new connection
product with AirAsia will allow MAS to gain access to over 24 cities which MAS did not serve
back in 2011, resulting in additional feed to MAS long-haul network.
However, Firefly was a major component of MAS previous strategy of having an additional
budget to help the group compete against AirAsia in the domestic and regional international
markets. But while Fireflys turboprop operation, which was launched in 2007 and followed a
hybrid regional low-cost airline model with some frills, was profitable, the newer jet operation
was tormenting up big losses until it was shut in September. MAS new management team
says the previous strategy of focussing on Firefly was a mistake because it diverted resources
away from its premium business. Firefly, which was growing fast and had been allocated 30
B737-800s from MAS order book, left MAS mainline with one of the oldest fleets in Asia. MAS
claim the result was its mainline product languished, leading to lower yields and a decline in
customer loyalty.
To end with, Malaysian Airlines new business plan represents a major change and an
improvement in their network strategy. The Malaysian flag carrier, while always striving to offer
a top notch product, has struggled over the years to compete with Asias leading carriers for
premium business. MAS are finally now committed to investing in the products needed to
compete with the likes of SIA and Cathay.
2.2 Customer Relationships and Marketing Efficiencies
2.2.1 Communication and Marketing
Since MAS have incurred a net loss of RM 1.2 Billion in the first 3 quarters of 2011 alone,
maintaining its brand and customer experience has become a vital concern for this airline. In
order to gain back their position and customer loyalty it requires MAS to focus on building its
brand and adopting various innovative strategies and develop approached to stimulate demand.
2.2.1.1 Innovation
In 2010 MAS renewed their emphasis on providing world class products and services to enhance
customer experience thereby increasing sales. They upgraded their Passenger Service System
which has enhanced their offerings today. The system includes the MHmobile service where
passengers can book tickets, check-in, track their baggage as well as check on their flight status
and Enrich points via their phones.
Also in 2010 MAS came up with a new strategy. It became the first airline in the world to offer a
comprehensive booking and checking-in application on the iPad. The first MHkiosk which
utilises this iPad application was also launched in June 2010 at Malaysia Airlines Kuala Lumpur
Ticketing Office at KL Sentral, followed by Kota Kinabalu and Kuching in July.
During this process MAS carried a refresh of their internet website basically a makeover to
further enhance its ease of use and to offer anew products. This process was carried out to
provide better service as well to respond to feedback from customers in order to maintain their
loyalty and customer experience.
2.2.1.2 Stimulating Demand
Since MAS has been facing problems in it growth face, it embarked on a more aggressive
campaign to improve sales by introducing MHdeals. It is an application based on the augmented
reality concept on the iPhone, with the dual purpose of enhancing customer experience and
increasing demand. MHdeals enables the iPhone to display information about certain tourist
attractions, as well as deals that are currently on offer by Malaysia Airlines to cities situated in
the general direction detected by the phone. The Company had collaborated with Sabah Tourism
to implement the service in Kota Kinabalu, and will work to add more content and destinations
to the application.
Other campaigns that were carried out in 2010 to stimulate demand included a partnership with
Australia Tourism called Only in OZ Holidays that was launched with its supporting website
MAStraveller.com, the Saya Nak Cuti reality television show was used to promote Malaysia
Airlines as a national carrier, the threeday Merdeka sales, the MAS Everyday Value Fare
promotion, as well as the appointment of the popular Chef Wan as a Travel Icon.
2.2.1.3 Promotion
In MAS website special promotional deals are offered for those members as well as non
members. Though being a member holds more advantage than a non member. Passengers get to
purchase air ticket with discount price and enjoy exclusive member only fares. There are various
deals offered such as deals of the day, MHcoupon, MH deals and MASholidays. Deals of the day
allow customers to enjoy big savings which include exciting destinations at a fantastic pries.
MHcoupons is where customers get to enjoy exclusive saving on MAS flights. This online
coupon comes in the form code. MHdeals is a free application that use iphone GPS sensor to
locate airport around you and display the best MAS deals. Lastly, MASholidays is a deal that
provides holiday package that suit a variety of budget. It includes holiday package within
Malaysia or outside of Malaysia at an attractive price.
Other than the deals offered MAS sponsors The White Jersey. The organization of Le Tour de
Langkawi, recognized by the International Cycling Union (UCI) with an Excellent Level of
Organization, has led Malaysias Leading Airline to continue its support for the 17th edition of
the race. MAS have been a long running corporate partner of the race. Once again in 2012 MAS
sponsored The White Jersey of the best Asian rider classification.
In 2011, Queens Park Rangers have announced a multi million pound shirt sponsorship deal with
MAS for the next 2 years. The sponsorship of jerseys for Queen Park Rangers (QPR) enabled
Malaysia Airline System (MAS) to reinforce its global full-service presence and premium
franchise via football fans globally.
As a part of their promotional strategy, recently on 14th Jan 2012 passengers arriving at Kuala
Lumpur International Airport were greeted with a flash mob of around 100 dancers and singers
into a spontaneous entertainment as a part of MAS special event to welcome the New Year with a
bang, it was carried out by MAS advertising and promotion team and their advertising agency
involving not just professional choreographers but also MAS staff and cabin crew in their
uniform. It kick started with MASs theme song We Fly followed by other Bollywood and
Hollywood songs. Ever since, the flash mob trend has been growing worldwide into marketing
schemes, involving a sizeable group of people who out of the blue break into a dance act at a
public place, MAS took this opportunity to promote and help the airline gain strong online
presence on social media.
On 24 April 2012 Malaysia airlines and firefly were big winners at the Putra brand awards 2012.
The Putra Brand Awards are the largest consumer-based sampling of its kind in Malaysia,
measuring brands through four key attributes: growth, relevance, confidence and differentiation
where Malaysian consumers themselves are the judges. Malaysia airlines was rewarded Gold for
its transportation and travel and tourism category while its subsidiary Firefly was the recipient of
the most promising brand. MAS group VEO Ahmad Jauhari considered this recognition as a
fitting testimony that consumers continue to value Malaysia Airlines branded customer
experience in spite of all the problems faced.
to information to their travelling needs and to look through its products and services offered.
Also the use of this internet booking allows customer access to MAS inventory worldwide with
ease.
3.0 Reccomendation
3.1 Literature Reviews
Following the appointment of a new CEO, Malaysia Airlines (MAS) has announced initiatives to
track and boost performance of employees.
In a quarterly progress update, the airline reported sustained progress amidst a backdrop of
external macro-economic fluctuations.
Group chief executive officer of Malaysia Airlines, Christoph Mueller said We have seen a
challenging quarter but I am pleased to see continued progress made in all key areas such as ontime performance and costs. Malaysia Airlines has been operating for six months now and
although we have a long way to go and areas for improvement, we are making steady progress in
the restructuring.
We are focused on building momentum with our restructuring in 2016. Diligent execution on
efficiency and tighter cost controls has already produced results which have seen us emerging
leaner and more focused. There is still plenty to be done but the group is working hard to ensure
that Malaysia Airlines succeeds and prospers for the years to come, added Mueller.
Part of these initiatives to boost profits involve strengthening the firms talent pipeline and
enhancing skills of employees.
MAS emphasised people development and succession planning remained an integral part for the
organisations sustained success, remains a key focus in 2016.
To this end, the quarter saw the introduction of the revamped performance management system,
which aims to boost productivity by providing clear targets as well as a clearer path for career
progression.
The system will enable us to spot skills gaps and escalate retraining programmes, MAS stated.
To address skills gaps, the airline will also be exploring joint ventures with established
international organisations to provide training and specific skillsets.
Whilst being beneficial for the airline, the firm added this venture is also very much in line with
the Governments Economic Transformation Programme.
The airline has been working hard in closing the skills gap via the Malaysia Airlines Academy
which will be based in KLIA, providing a centre of aviation skills for Malaysia. The newly
revamped academy will ensure future generations of leaders for the airline will be groomed
entirely from within, the report stated.
To this end, MAS confirmed it has successfully recruited 20 management trainees towards
building a talent pipeline as well as growing the aviation skillsets in Malaysia.
The trainees will be assigned and rotated across the various divisions in Malaysia Airlines to
ensure exposure across all functions of the organisation and to inspire passion for the industry.
The quarter saw further strengthening of the leadership team with the announcement of a new
Head of Revenue Management and Head of Engineering. The new team is an important strategy
of having world class and diverse talent to reflect the companys global business and operations,
the report concluded.
Trait Theory
The idea that great leadership derives from a person's individual characteristics or traits is known
as trait theory. Research identifies six personal traits that strongly relate to leadership:
intelligence, adjustment, extraversion, conscientiousness, openness to new experiences and selfefficacy. According to trait theory, individuals with these characteristics emerge as leaders
regardless of the situation.
Behavioral & Style Theory
This theory describes leadership not as a set of traits but a set of behaviors and styles. Theorists
studied three main leadership styles: authoritarian, where the leader dictates what followers must
do; democratic, where the leader presides over a collective decision process; and laissez-faire,
where the leader does not participate in the decision process. The results of the studies indicate
that followers preferred the democratic approach to leadership and that performance increased
when leaders used positive reinforcement.
Functional Theory
Functional theory argues that leaders' primary responsibility is to assess what their followers
need and ensure that those needs are met. A range of studies indicate that leaders must perform
five primary functions: monitor the environment, organize subordinate activities, train and coach
subordinates, motivate followers, and participate in the group's work.
Transactional Theory
Transactional theory argues that leadership arises from an individual's ability to reward or punish
subordinates based on their performance. Leaders must be given a goal, must possess the ability
to train and evaluate subordinate's performance towards that goal and must be given the authority
to reward subordinates when goals are met.
Transformational Theory
Transformational leaders focus on the big picture and use communication to motivate followers
to effectively and efficiently execute their vision. Transformational leadership theory calls for
leaders to be visible and accessible, and to actively seek out new ideas to realize objectives.
Environmental Theory
The environmental theory of leadership argues that leaders use psychology and self-awareness to
foster self-sustaining environments where group members bring out the best in one another. The
leader creates a culture that motivates and excites members to complete required tasks not
because they are required to but for the benefit of the group. Instead of carrying the group,
environmental leaders create a setting in which group members want to carry one another and are
empowered to do so.
Situational & Contingency Theories
These theories argue that the desired traits and behaviors exhibited by a leader depend largely on
the situation, and that there is no best way to lead. Based on this theory, the authoritarian
leadership style is effective during times of crisis but not for everyday operations, the democratic
leadership style is more effective when a consensus needs to be built, and the laissez-faire
leadership style is effective when subordinates are trained and experienced individuals who
appreciate the freedom it provides.
In addition, Khazanah is investing RM6 billion into the new company. Azman is hopeful for the
possibility of relisting the new company in three years time. While some would question the
insistence to keep MAS afloat, Prime Minister Dato Sri Mohd Najid bin Tun Abdul Razak
shared his sentiments on the matter in the MAS Recovery Plan released on 29th August 2014.
MAS is a part of Malaysias history, Dato Tun Abdul Razak stated. It is a symbol of national
pride, of our ambitions and our place in the world. In short, it is more than just a company to us.
As we turn out minds to celebrating our independence, I ask that each of you consider how you
can support this national effort.
MAS will be appointing a new chief executive by July 1 st, 2015. Ahman Jauhari will continue to
lead MAS airlines until next year while Khazanah searches for a suitable replacement, which is
expected to be decided by the end of 2014.
3.3 Strategic plan to handle on Manpower Excessive issues
The whole process of job design is aimed to address various problems within the organisational
setup, those that pertain to ones description of a job and the associated relationships. More
specifically the following areas are fine tuned:
The above mentioned are factors that if not taken care of result into building stress within the
employees.
Benefits of Job Design
The following are the benefits of a good job design:
1. Employee Input: A good job design enables a good job feedback. Employees have the
option to vary tasks as per their personal and social needs, habits and circumstances in the
workplace.
2. Employee Training: Training is an integral part of job design. Contrary to the
philosophy of leave them alone job design lays due emphasis on training people so that
are well aware of what their job demands and how it is to be done.
3. Work / Rest Schedules: Job design offers good work and rest schedule by clearly
defining the number of hours an individual has to spend in his/her job.
4. Adjustments: A good job designs allows for adjustments for physically demanding jobs
by minimising the energy spent doing the job and by aligning the manpower
requirements for the same.
Job design is a continuous and ever evolving process that is aimed at helping employees make
adjustments with the changes in the workplace. The end goal is reducing dissatisfaction,
enhancing motivation and employee engagement at the workplace
Hackman and Oldhams job characteristics theory proposes that high motivation is related to
experiencing three psychological states whilst working:
1. Meaningfulness of work
That labour has meaning to you, something that you can relate to, and does not occur just
as a set of movements to be repeated. This is fundamental to intrinsic motivation, i.e. that
work is motivating in an of itself (as opposed to motivating only as a means to an end).
2. Responsibility
That you have been given the opportunity to be a success or failure at your job because
sufficient freedom of action has given you. This would include the ability to make
changes and incorporate the learning you gain whilst doing the job.
3. Knowledge of outcomes
This is important for two reasons. Firstly to provide the person knowledge on how
successful their work has been, which in turn enables them to learn from mistakes. The
second is to connect them emotionally to the customer of their outputs, thus giving
further purpose to the work (e.g. I may only work on a production line, but I know that
the food rations I produce are used to help people in disaster areas, saving many lives).
In turn, each of these critical states are derived from certain characteristics of the job:
1. Meaningfulness of work
The work must be experienced as meaningful (his/her contribution significantly affects
the overall effectiveness of the organization). This is derived from:
o Skill variety
Using an appropriate variety of your skills and talents: too many might be
overwhelming, too few, boring.
o Task Identity
Being able to identify with the work at hand as more whole and complete, and
hence enabling more pride to be taken in the outcome of that work (e.g. if you just
add one nut to one bolt in the same spot every time a washing machine goes past
it is much less motivating than being the person responsible for the drum
attachment and associated work area (even as part of a group).
o Task Significance
Being able to identify the task as contributing to something wider, to society or a
group over and beyond the self. For example, the theory suggests that I will be
more motivated if I am contributing to the whole firms bonus this year, looking
after someone or making something that will benefit someone else. Conversely I
will be less motivated if I am only making a faceless owner wealthier, or am
making some pointless item (e.g. corporate give-away gifts).
2. Responsibility
Responsibility is derived from autonomy, as in the job provides substantial freedom,
independence and discretion to the individual in scheduling the work and in determining
the procedures to be used in carrying it out)
3. Knowledge of outcomes
This comes from feedback. It implies an employee awareness of how effective he/she is
converting his/her effort into performance. This can be anything from production figures
through to customer satisfaction scores. The point is that the feedback offers information
that once you know, you can use to do things differently if you wish. Feedback can come
from other people or the job itself.
Knowing these critical job characteristics, the theory goes, it is then possible to derive the key
components of the design of a job and redesign it:
1. Varying work to enable skill variety
2. Assigning work to groups to increase the wholeness of the product produced and give a
group to enhance significance
3. Delegate tasks to their lowest possible level to create autonomy and hence responsibility
4. Connect people to the outcomes of their work and the customers that receive them so as
to provide feedback for learning
As earlier mention, problem-solving frequently contains of decision-making, and decisionmaking is specifically vital role for management and leadership. There are procedures and
methods to recover decision-making and the quality of pronouncements. After reviewing the
overall problems of Malaysia airline management can be take further decision through STEP
analysis to overcome from their existing problems.
Sociocultural
Malaysia is self-possessed of three main races where Islam is the official religion. Its fruitfulness
in cultural variety and could be used as the attracting factor for the tourists to travel to Malaysia,
and indirectly helped MAS to progress its operation to contain more foreign destinations.
Economic
The Asian economic crisis in the late 90s which has affected the South East Asian region was
also a causative factor that caused MAS to suffer 5 consecutive losses. These circumstances got
degenerates as the Malaysian Ringgit currency was undervalued, which in turn led to high
interest on foreign trade. Investments made by MAS to expand its business by purchasing more
aircraft were highly affected by this. The devaluation of RM had also led to low spending power,
which caused lesser people to travel by air. The tragedy of September 11 has also contributed to
the reported losses by MAS. Since then, the world economy was on its downturn and the world
masses were getting phobia to travel by air. MAS have to bear the losses as its main operation
is based on the international network.
Politics and Legal
Due to the actual bad economic recession, Malaysian Government through Bank Negara had to
reread the foreign and monetary policies. As such, Ringgit Malaysia (RM) was attached to RM
3.80 to 1 US dollar. The Government had to impose stricter and tighter policies for Malaysian to
travel abroad to avoid currency outflow, which indirectly caused low rates of travelers for MAS.
The situation worsens, when the regional economic recession was coupled with the instability in
the political arena in Malaysia in 1998. As a result, the investors lost their confidence, being
more cautious and prefer the attitude of look and see and some of them have ceased their
operations in Malaysia, resulting in more layoffs.
Technology
MAS has also invested in IT and telecommunications advancement to increase the efficiency of
its operation. More people can have access to the MAS services just through the Internet where
people can book and buy their ticket online. Besides that, more promotions and advertisements
can be done through the Internet, which can attract more and more people to travel with MAS.
The growing demand in cargo services has resulted in more airlines opting to convert their
passenger aircraft into cargo aircraft. This new trend provides an alternative for MAS to reduce
some money on purchasing new cargo aircraft and perhaps enter into other possible profitable
operations.
CONCLUSION
Malaysian airline still holding their reputation in aviation industry. Hence, there have several
factors which they need to be overcome to reduce their further loss in nearest future. However,
management should take decision to improve their internal factors through implement logical
decision approach rather than magical approach. The companies like aviation industry, by made a
decision management require thinking analytically to resolve their problem. However,
management need to reflect some decisions and challenges which are difficult because probably
they dont have the necessary knowledge or experience, in which case they need first to decide if
the decision which made by them or challenge is actually suitable and necessary for at this stage.
There have few decisions which have to be made whether managements are ready or not, others
might not be as pressing as they imagine. Moreover, it also wouldnt be considerable to changebased decision if having considered the implications carefully to decide that it is not the best
thing to do. Management should take decision in right way as in right time so they can be
avoiding their nearest problem.
REFFERENCES
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ed.). New York, NY: Wiley.
Bubnicki, Z. (2003). Analysis and decision making in uncertain systems. New York,
NY: Springer-Verlag.
Cohen, D. M., March, J. G., & Olsen, J. D. (1972). A garbage can model of
organizational choice. Administrative Science Quarterly, 17, 1-25
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