A Mid-Size Pharmaceutical Company

AMid-Size Pharmaceutical Company

Student’sname:

Mid-SizePharmaceutical Company

Inthe modern day, the aspect of management has been regarded is one ofthe key aspects for every organization that determined whether anorganization is performing or not. Being the executive chief officer,the aspect of decision making is important in the running of anorganization. The chief executive officer in every firm plays anessential role towards the organization’s success (Hedgren&amp Stehn, 2014).He/she is entitled to different roles such as being a leader,decision making, manager and a board developer, as well as humanresource manager. This paper is an application of learnt strategiesin a real life scenario. The focus is on a case study ‘A Mid-SizePharmaceutical Company’. The case is about Jenifer, who is theowner and CEO of a global pharmaceutical company faced with decisionmaking for the best measure to take for the organization’s successin terms of reinvesting the profit realized (Gido &amp Clements,2012).

Casesummary

Jenniferis the CEO of a global pharmaceutical company which operates indifferent countries. During the staff meeting in October, she breaksthe good news to the company management of $2,000,000 in terms ofprofit that was realized. She plans to reinvest the profit and inturn she prompted three of his inner-core managers to come up withthe best strategies on how to reinvest the profit for into thecompany for better performance, whether through an increment of salesor reduction of costs (Gido &amp Clements, 2012).

Julieis one of the three trusted manager mandated with devising a plan onhow to reinvest the extra profits. She is the product manager in thecompany and has been working on a new product, but it is taking morethan expected. She plans to buy the best laboratory and experiencedpersonnel for faster work on the new product. The relationshipbetween Julie and Jenifer isn’t that good due to Jenifer growingfrustrated with Julie’s new product delay. Next there is Tyler, whois the production manager. He has been in the company for only sixmonths and thinks by improving the company’s manufacturing unit,everything will change positively. He is also ready to use employeeteams, however, that is against Jenifer belief. Thirdly, there isJeff, the operations manager. He thinks by reinvesting the profits onthe company’s computer system, there will an increased sales andcustomer satisfaction. However, Jenifer has a different view on howto improve the system. Finally, the case is compounded by joe themarketing manager, who despite not being among the first three giventhe mandate to devise a strategic plan for reinvesting the profitsuggests that, Jenifer should give him funds to hire more sales. Heargues this would be an instant hit than any of the other projects.However, he is capitalizing of Jenifer’s strained relationship withthe other three managers (Gido &amp Clements, 2012).

Question1How Jennifer Should Go About the Decision Making Process

Evenbefore she engages in, making the right decisions for the company,Jenifer should first identify as well as deal with what looks like astrained relationship with the first three managers. I.e, she isimpatient with Julie, her history wins the organization is againstTyler’s idea the same case applies to Jeff, who she is against. Onthe contrary, she looks to have been taken by Joe’s strategy by themere mention of her father. These details with reference to hermanagers can easily cloud her decisions making ability, hence theneed to clear the air with each of them.

Onceshe has brought all managers on board, and solved the differences,she needs to commence by leading the selection process of the perfectproject. At this point, it’s clear she isn’t sure what exactly isneeded for the business, is it faster sales, increased volume, moreproducts or improves customer service. Next they should all have anopen and positive discussion about all the details of each project.Nevertheless, the final decision is hers to make, however, if forexample Tyler’s project is dismissed, she should let him know it’snot based on her personal relationship but the organization`spriorities. It’s only this process that she would be able to makethe right decision while at the same time building a positiverelationship the management units and the CEO.

Question2Additional Data/Information Needed by Jennifer

Withreference to the decision-making process, a lot of information isneeded before settling on a decision. As it stands now, each of themanagers will give focus on their specific project. One of thereasons for this is the fact that, the company isn’t yet decidedwhat its priority is, in terms of investing the additional profitrealized. The discussion with the managers on the best investmentproject must be supported by data (Hedgren&amp Stehn, 2014).This in turn means that, apart from each of the manager’s detailsof the project, there needs to be statistical support for eachproject. In addition, the analysis should comparatively be structureddetailing or aspects such as who are their competitors, and the riskthey are willing to take (Mykkänen&amp Tampere, 2014).In summary, for the improved decision-making process, every projectshould be well documented, requirement, impact, and expected returnsthat should be expected. Jennifer should in turn focus on gettinginformation on aspects such as cost and benefits expected for everyproject.

Question3Exact Requirements for Proposal Submission

Interms of the proposals for each of the projects, the managers shouldsubmit their ideas which should be well structured on the basis ofwhat good will the project bring to the company. The proposals shouldentail all the requirements, capital needed time needed to fullyimplement it, and expected results. In simple details, Jennifershould request for the managers to submit the specific tasks to beperformed. The task should be accompanied by a schedule theresources required cost and expected rewards of the project. Finally,each of the proposals should entail a report on what is expected interms of impact to the current production, and sales process. This iswhat interference is expected (Vanet al, 2015).

Question4My Option on What the CEO (Jennifer) Should Do With the $2,000,000

Withreference to the case, there are different decisions which can gotowards improving the company’s performance. If mandated withmaking the decision on which project should Jennifer invest on, andwith reference to the information provided in the case, I would shelfthe projects first, and embarks on my own research (Hedgren&amp Stehn, 2014).All the projects look good for the company however, it is riskyjumping on any of them without adequate information. With referenceto Julie, it is worth investing in the new product however, I wouldembark on what is the progress so far, expected time frame as well asthe challenges. I would consider additional time, for the scientists.In the case of Tyler project, I wouldn’t spend much on his project,but would finance, and empower the employee so as to identify issueswith a current production plant. I wouldn’t jump into the actualproject, and would rather give it like a year before deciding on whatsection to change within the production line. In the case of Jeff itsounds an impressive stance to improve customer relationshipshowever, this can be done in phases. Lastly, where and how did thecompany realize such an amount in excess of what the companyexpected? I would embark on identifying what led to the increase inprofits, and despite the need for another improvement, this specificmeasure should be maintained for future improved performance.

References

Gido,J., &amp Clements, J. P. (2012). Successful project management.Mason, OH: South-Western Cengage Learning.

Hedgren,E., &amp Stehn, L. (2014). The impact of clients’ decision-makingon their adoption of industrialized building.&nbspConstructionManagement &amp Economics,&nbsp32(1/2), 126-145.&nbsp

Mykkänen,M., &amp Tampere, K. (2014). Organizational Decision Making: TheLuhmannian Decision Communication Perspective.&nbspJournal OfBusiness Studies Quarterly,&nbsp5(4), 131-145.

VanKnippenberg, D., Dahlander, L., Haas, M., &amp George, G. (2015).Information, Attention, and Decision Making.&nbspAcademy OfManagement Journal,&nbsp58(3), 649-657.