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In this context, I chose to protect the organization, even though others would have made a different choice. Thus, the wide range of decisions made in the simulation indicates that the ethical frameworks employed will be influenced by the specific issues involved in decision making.
3. Considering what I learned from this simulation, it seems reasonable to argue that ethical decision making is a challenging task that provides no real comfort. Even when a person believes that he or she is making the right decision, there is still some concern about whether or not the right framework for reviewing a situation has been used. Because there are so many different "right" ways for exploring a problem, in many instances, is appears as if the individual has no other choice but to make a decision and hope that the outcomes will be positive. This appears to be the challenge for modern organizations. Even when clear ethical frameworks are employed, there are no right or wrong answers. Scholars note that even when the best ethical frameworks are used, the best...
Thus, ethical decision making is a challenging task.
4. The final question for this simulation is to consider the complexity of human resource management (HRM). Based on the simulation for this exercise, it is clear that HRM is an incredibly complex endeavor. Unlike most aspects of organizational operations however, HRM and its decision making processes can be difficult to quantify. In operations, time tables, productivity schedules and costs all indicate success or failure. In HRM however, outcomes are not always measured in terms that are so black and white. As such, one could argue that the inability of mangers to quantify all decisions and actions creates an extra level of complexity that makes HRM much more difficult than other functions and roles in the organization.
References
Hurley, R.F. (2006). The decision to trust. Harvard Business Review, 84(9), 55-62.
Pont, J. (2005). Doing the right thing to instill business ethics. Workforce Management, 84(4), 26-27.
Branding presented a major consideration for the company, and initially it was not at all certain how many brands Iconic, Inc. should offer. Ultimately, the decision to offer two brands was decided upon, and each of these brands was later retooled to another version over the course of the simulation. The disappointing initial sales in the Workhorse segment might have been partially a branding issue, and offering more brands could
Simulation At the beginning of the simulation, the Neutron was a unique product in the computer world. The company could view itself as a differentiated player in the competition PC market, or it could view itself as having a monopoly on the new product. To enjoy the full benefits of monopoly pricing, there needs to be inherent demand for the product. The Neutron, however, is new. Increasing the price moves the
Simulation The basic steps to ordering the tasks involved a time and project line that allows for steps to be ordered in a logical manner so that the work flows from one project to another in the least amount of time possible (efficiency). For instance, prior to constructing, one must make a list of materials needed, purchase those materials, and then logically plan the next steps. One cannot install new lighting,
The dominant, goal-oriented person can focus on the ultimate objective, the influence-based person can examine the interpersonal dynamics of the decisions that must be made, the steady person can foster harmony and a positive atmosphere, and the conscientious person can stay on task in a reliable fashion. While clashing personalities can thwart reaching positive and goal-directed solutions, they can create a better solution and check the excesses of one
Decision Making As the owner of a small grocery store, it has come to my attention that current business has been slow, and therefore, requires me to let go two employees of my total staff of four. By cutting my staff by half, this means that I would take on extra hours, as would another employee that I feel can handle the work-load, and can be trusted in taking on the
Moreover, the simulation also made available several branching and interdependent decision pathways. The simulations presented in the beginning pertinent background information and then subsequent screens presented at least three decision choices. Based on the selection, a new screen presented the client's response. The process ended when the students reached the end of a decision pathway. The simulation also took into account that many counseling situations do not have right