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Decision-Making Process
There are several steps in the decision making process: recognize a problem or opportunity, diagnosis, develop alternatives, selection of desired alternative, implementation of chosen alternative, and evaluation. Of these, Don Anglos has currently recognized the opportunity, and the company has undertaken at least part of a diagnosis. There are only two alternatives on the table right now, partly because the diagnosis has not been fully constructed. There has been no selection of alternative nor any of the subsequent steps either.
The diagnosis should analyze the underlying causal factors of the opportunity. The opportunity is said to arise more because a competitor is seeking to acquire Hoilman, but there are other factors as well. Anglos is recognizing that his company is in a mature industry, and believes that the company needs a competitive advantage in order to have a pathway forward to growth, so the slow growth at Pinnacle...
The fact that Hoilman has key technology under patent that Anglos feels would provide his company with the services boost it needs to move forward is another underlying causal factor.
The diagnosis is incomplete in the sense that the other members of management have offered objections, but have not really noted what doing nothing is going to achieve. They are not starting from a point where they are diagnosing a problem or opportunity. Thus, the "do nothing" alternative that they are presenting is something that is not really based on diagnosis -- or at least they have diagnosed that there is no problem or opportunity facing the company.
Style
Anglos has a directive style of decision-making, which is based on simple, clear-cut solutions to problems. He has really only thought about one solution to the…
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