In addition to this, she established that the organogram of the division was not updated, and thereporting lines were unclear, and therefore did not reflect the reality on the ground. Furthermore,the employees of the division were demoralised, as their outgoing managing director, Mr Shozi,had adopted an autocratic approach, where he made those working for him to accept his orderswithout question and constantly remind them to do as they were told. Mr Shozi perceived theholding of meetings as a time-wasting exercises; thus, he only communicated to employees in thedivision via memos or emails.As a result of Mr Shozi's style of leadership, the division has experienced a mass exodus ofexperienced employees who joined competitors. In addition, the division was experiencing a highrate of absenteeism and legal suits related to the unfair dismissal of staff. Three months ago, MrShozi introduced new performance targets to improve the productivity in his division. Not onlywere these targets set without consultation, they were perceived to be totally unrealistic by theemployees in the division, as they were almost twice as high as they were before. One of theemployees received any training or support needed to achieve the new targets. "Luckily" for theemployees, the division had an unreliable performance measurement system and did not prepareany performance reports; it was therefore unclear whether the unrealistic targets were being metor not.When the news of the replacement of Mr Shozi by Ms Dlamini reached the employees of thedivision, they were overwhelmed with joy. In her first meeting with :I staff, Ms Dlamini assuredthem that she would turn the division around.Ms Dlamini has now approached you, as a management consultant, to advise her on how to goabout turning the division around.Source: EDGE Learning Media. 2017. Business ManagementAdministration. Edge: Cape Town.Q.2.1 Discuss five possible decision-making tools Ms Dlamini could use to determine howto turn division around.Q.2.2 It is said that group decision making can enhance creativity and innovation. Whatwould some of the advantages have been had Mr Shozi included his employees inhis decision-making process? Question 2Read the following case-based extract meaningful management and answer the questions thatfollow.Meaningful managementMs Dlamini joined UR LTD 20 years ago. She has worked tirelessly over these years to rise to therank of a general manager of division VX within the company. Over the years, she has alsoestablished herself as an effective team leader of her division. Ms Diamini has managed tomotivate staff in her division and, in so doing, has gained the respect of her team members. Notonly has she taken a keen interest in the performance of each and every member of her team, butshe has also mentored them and encouraged them to reach their fuil potential. She has heldregular meetings in which all members of her staff are encouraged to speak their mind and tosuggest ideas of how the department's performance can be improved. As a result of Ms Dlamini'shard work and effective management style, her division has not only reached their targets, butthey have exceeded their targets for the past five years. The staff morale in her division has risenand the employee turnover and absenteeism has dramatically declined. Ms Dlamini has won theprize for manager of the year for the past three years running.One month ago, Ms Dlamini received a well-deserved promotion to managing director of theinformation and communication technologies department. In the period of merely a month, MsDlamini established that the division did not have any strategic plan.Page 4 of 8

Question

In addition to this, she established that the organogram of the division was not updated, and thereporting lines were unclear, and therefore did not reflect the reality on the ground. Furthermore,the employees of the division were demoralised, as their outgoing managing director, Mr Shozi,had adopted an autocratic approach, where he made those working for him to accept his orderswithout question and constantly remind them to do as they were told. Mr Shozi perceived theholding of meetings as a time-wasting exercises; thus, he only communicated to employees in thedivision via memos or emails.As a result of Mr Shozi's style of leadership, the division has experienced a mass exodus ofexperienced employees who joined competitors. In addition, the division was experiencing a highrate of absenteeism and legal suits related to the unfair dismissal of staff. Three months ago, MrShozi introduced new performance targets to improve the productivity in his division. Not onlywere these targets set without consultation, they were perceived to be totally unrealistic by theemployees in the division, as they were almost twice as high as they were before. One of theemployees received any training or support needed to achieve the new targets. &#34;Luckily&#34; for theemployees, the division had an unreliable performance measurement system and did not prepareany performance reports; it was therefore unclear whether the unrealistic targets were being metor not.When the news of the replacement of Mr Shozi by Ms Dlamini reached the employees of thedivision, they were overwhelmed with joy. In her first meeting with :I staff, Ms Dlamini assuredthem that she would turn the division around.Ms Dlamini has now approached you, as a management consultant, to advise her on how to goabout turning the division around.Source: EDGE Learning Media. 2017. Business ManagementAdministration. Edge: Cape Town.Q.2.1 Discuss five possible decision-making tools Ms Dlamini could use to determine howto turn division around.Q.2.2 It is said that group decision making can enhance creativity and innovation. Whatwould some of the advantages have been had Mr Shozi included his employees inhis decision-making process? Question 2Read the following case-based extract meaningful management and answer the questions thatfollow.Meaningful managementMs Dlamini joined UR LTD 20 years ago. She has worked tirelessly over these years to rise to therank of a general manager of division VX within the company. Over the years, she has alsoestablished herself as an effective team leader of her division. Ms Diamini has managed tomotivate staff in her division and, in so doing, has gained the respect of her team members. Notonly has she taken a keen interest in the performance of each and every member of her team, butshe has also mentored them and encouraged them to reach their fuil potential. She has heldregular meetings in which all members of her staff are encouraged to speak their mind and tosuggest ideas of how the department's performance can be improved. As a result of Ms Dlamini'shard work and effective management style, her division has not only reached their targets, butthey have exceeded their targets for the past five years. The staff morale in her division has risenand the employee turnover and absenteeism has dramatically declined. Ms Dlamini has won theprize for manager of the year for the past three years running.One month ago, Ms Dlamini received a well-deserved promotion to managing director of theinformation and communication technologies department. In the period of merely a month, MsDlamini established that the division did not have any strategic plan.Page 4 of 8

Accepted Answer

There are a various number of tools which is used for decision making are available which can be…