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Decision Making Process of STC Group

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43 views2 pages

Decision Making Process of STC Group

Uploaded by

mrawring
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Decision making process of STC Group:

Actually this organization decision making process is centralized, it


means all major decision are taken by the highest level of the
organization. Here is the general decision-making process in the STC
Group:

1. Top-down Decision Making

 Leader-Centralization: The leader such as a Chairman, CEO


or other top executives makes the primary decisions. These
decisions are implemented by the supervisor with employees.
 Limited Input: Input from employees or lower-level managers
is often minimal or non-existent. There is no option to give
opinion about these major decisions from the low-level
managers or employees.

2. Strict Control and Implementation

 Clear Communication from the Top: Once a decision is


made, it is communicated clearly from the top executives to
low-level through the chain of command.
 Implementation of a project decisions: If STC Group wants to
take a project, Chairman of the company decides that project
will be excess or no. Before this decision company has to
following the work. Firstly, Chairman of the STC Group will
transfer the project to four department of the group such as
Marketing department, Financial or Accounting department,
Engineering department and the Human Resources department
to evaluate and analyze all of information about the project.
After the evaluating this project the department informs with
the report to the chairman. Then, if the chairman of STC Group
satisfies all of information about the project, he will approve
this project. There is no way anyone to change the decision of
the chairman.

3. Accountability at the Top

 Centralized Responsibility: The chairman of the group or top


executives are primarily responsible for the outcomes of
decisions, whether successful or unsuccessful. They may
delegate tasks but not decision-making authority.

4. Rigid Organizational Structure

 Strict Hierarchy: There is a well-defined chain of command.


Lower levels of the organization have little opinion in decision-
making and usually function within the confines of the top
leader’s directives.
 Inflexibility: Because decision-making is centralized, there is
limited adaptability to feedback from within the organization,
which can lead to inefficiencies or challenges when
circumstances change.

5. Performance Focused

 Results-Oriented: In this Group, decisions are often made with


a strong focus on achieving specific results, such as efficiency,
profit, or completing tasks quickly.

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