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Decision Making at The Top: The All-Star Sports Ebusiness Division

The group faces challenges in decision making due to its large size and diverse backgrounds. Conflicts often get moved to offline subgroups, making it difficult for the full group to resolve conflicts or make decisions. There is also a lack of involvement and commitment from some members. To address these issues, the group recommends: 1) Allocating decision making according to expertise, with analysts handling analysis and industry veterans providing experience. 2) Increasing the size of subgroups to be more inclusive. 3) Changing the ratification process to incorporate more perspectives beyond just the subgroup. 4) Fine tuning existing rules and norms to better accommodate the diverse work culture.

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Pratik Gaokar
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108 views2 pages

Decision Making at The Top: The All-Star Sports Ebusiness Division

The group faces challenges in decision making due to its large size and diverse backgrounds. Conflicts often get moved to offline subgroups, making it difficult for the full group to resolve conflicts or make decisions. There is also a lack of involvement and commitment from some members. To address these issues, the group recommends: 1) Allocating decision making according to expertise, with analysts handling analysis and industry veterans providing experience. 2) Increasing the size of subgroups to be more inclusive. 3) Changing the ratification process to incorporate more perspectives beyond just the subgroup. 4) Fine tuning existing rules and norms to better accommodate the diverse work culture.

Uploaded by

Pratik Gaokar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Group 5 Section B

Deba Pratim Sinha PGP13084


Neelakshi Borah PGP13098
Nikhil Dudhe PGP13100
P Swami Sachidananda PGP13101
Patankar Narendrasingh PGP13102
Pratik Gaokar PGP13105
Decision Making at the
Top: The All-Star Sports
eBusiness Division
Analysis
of challenges
Conflict
- Too big group
Diverse background
- Conflicts taken offline to
small subgroups
Inability to resolve conflict as
a group, because of above
reasons
- Good Strategy to continue the
same format as earlier which is
still profitable
Commitment
- Discussion generally involve half
of the group
- Lack of involvement due to
offline movement of conflict
- Ratification in decision process
inefficient
- Needs to be tackled, by
allocating a few more
responsibilities to group members
other than the subgroup involved
- Can leave conflict management
part to Harvard Graduates for crisp
analysis, & handover ratification &
modification part to industry
veterans to add experience
Closure
Inability to reach consensus
Voices unheard due to diverse
background and expertise
Need of confrontation to a
small extent is necessary to
make the decision making
process look more transparent.
Need of action to one of the
choices made.
A
c
t
i
o
n

o
n

s
u
g
g
e
s
t
e
d

a
l
t
e
r
n
a
t
i
v
e
s

Smaller top management team: completely destructive as it
avoids the insight of many other key managers ; hence should
not be done
Elimination of subgroups: I nappropriate if above alternative is
not considered, however ratification can be improved even with
existing format
Fine-tuning existing rules and norms: Highly required and
beneficial if properly implemented keeping in mind the diverse
work culture
Allocate the decision
making according to
expertise: hardcore
analytical
background
managers or Industry
Veterans with high
experience
Increase the size
of subgroup
(specialized)
Change in ratification
stage, by giving more
importance to
managers other than
the subgroup, to add
their valuable
specialized expertise.
Fine tuning of existing
rules and norms:

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