Principle of Management

The purpose of this paper is to establish Verwaayen ending-making clevernesss in leadership role at Alcatel-Lucent. I will explicate in details the manner in which decisions were make, risk factor, and the contribution to business. The decisions managers pull at all level in business have a remarkable impact on the growth and wealth of the companies and the interests of employees, customers, and early(a) stakeholders. Verwaayen resigned from Alcatel-Lucent in 2013 due to poor job performance.Ben Verwaayen is a Dutch businessman. He have from Utrecht University with a degree in law and international relation in 1975. He has been the CEO of Alcatel-Lucent since 2008. Verwaayen was under contract to help (Alcatel-Lucent) a worried networking-equipment manufacturer to become profitable again. Firstly, I will describe the face of decisions Verwaayen do as CEO. Secondly, I will publicize the risks and uncertainty made. Thirdly, I will explain what decision-making strategy managem ent utilize.Lastly, I will magnify on the ways I assume Verwaayen contribute organizations learning at Alcatel-Lucent. Firstly, I will describe the type of decisions Verwaayen made as CEO. On Verwaayen offset printing day as CEO, he accepted an email asking him for approval to hire a new repository in a Poland office after 16 executives had already agreed. Verwaayen was bewilderment that executives had agreed to hire someone they never met or talked to. He determine in place a directive allowing managers to hire their own personnel. This was the first decision that Verwaayen made at Alcatel-Lucent.Decision-making is the process by which managers react to opportunities and pressure by analyzing the choices and making decisions about certain organizational aspirations and courses of action tally to Jones and George page (149) in our textbook. There are two types of decision-making programmed or nonprogrammed. Verwaayen used programmed decision-making when he gave the managers authority to hire own staff. Other decisions that Verwaayen made including the caller-up stopped hedging and wage that a 4G wireless LTE technology would hap instead of rival WiMax.Secondly, Verwaayen decisions had a dramatic impact on Alcatel-Lucent, as well as opportunity risk. The decisions Verwaayen imposed helped Alcatel-Lucent redevelop their infrastructure, profits, and increased the neckcloth value. Verwaayen gave the managers the responsibility to pursue issues that are important to them. The business goal that executives raise forward as the new Alcatel-Lucent norms after the merger in 2008 worked for the executives. Risks and uncertainties in these decisions could have been overwhelming to the structure of the business.Accountability by managers could have abused to stress personal gain instead of business, and the decision to spend crackingly on the 4G LTE technology could have fail if the key carriers in the Unites States chose to use new(prenominal) networking m ethods for their smart phones. Thirdly, Verwaayen and other top managers choose to pursue major issues in which they found to be critical toward the current culture and infrastructure of the company. Upon ever-changing the culture and structure of the company Verwaayen and his top managers were able to make facial expression by case decisions for the company.I suppose if Verwaayen had used these six steps with the other managers recognize the need for a decision, generate alternatives, choose among alternatives, implement the chosen alternative, and learn from feedback there would have been a different outcome. Lastly, I believe that Verwaayen could contribute organizational learning at Alcatel-Lucent varies ways. Verwaayen has a enormous acquaintance of the organizations marketplace as well as the stakeholders at Alcatel-Lucent.Verwaayen could teach management what it takes to run a successful business from his early(prenominal) experience. Learning from past mistakes within a n organization is vital. Verwaayen should motivate managers to engage in entrepreneurial intrapreneur spirit. Entrepreneurs have a high personality trait of desolation to experience, meaning they are prone to be original, open minded, daring, and take risks. likewise organizations need encourage intrapreneurship because it leads to organizational learning and innovation.In conclusion, Verwaayen made some great decisions as the CEO of Alcatel-Lucent during his time in power. He also empower his managers to hire their own staff and gave them some responsibilities to seek out employees that had skill that are valuable to the company and allowed accountability for poor decision making. Verwaayen is subservient in ending the Alcatel-Lucent hedge and investing heavily on 4G LTE technology. Verwaayen made some poor decisions that were not profitable for the company. I agree with the decision to ask Verwaayen to resign from his post in 2013.