An Analysis of Rbs Skaals
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An analysis of the case study RBS Skals: Leader’s Dilemmas using a Psychological Perspective
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Managing under uncertainty: Assignment 2
Melody Marume ( c3173481 )
CONTENTS
EXECUTIVE SUMMARY……………………………………………………………2
1. INTRODUCTION……………………………………………………………..3 2. THE DECISION MAKING FRAMEWORK AT RBS SKALS……………...3 3. RELATED DECISION MAKING ISSUES 3a) A PSYCHODYNAMIC APPROACH ……………………………………..4 3b) PSYCHOLOGY OF DECISION MAKER ………………………………...5 3c) PERCEPTUAL PROCESS AND THE DECISION MAKING PROCESS..6 4. CONCLUSION………………………………………………………………7 5. RECOMMENDATIONS…………………………………………………….8
REFERENCE LIST
EXECUTIVE SUMMARY
A Psychological perspective is used to analyze the decision-making framework at RBS Skals. RBS Skals is one of the ten biggest players in the very competitive and corruption riddled construction market of Latvia. Investments in the construction market have been very small ever since the collapse of the centrally planned economy in the 80s, however RBS Skals has managed to separate itself as a socially responsible, large capacity and financially stable company. It is popular with employees and subscribes to international quality standards. This makes it a viable choice for any big projects in and out of Latvia
Maris Saukans is one of the three owners of RBS. He takes a very active role in the day-to-day company operations. He uses an authoritarian leadership style and his word is law. Maris has attached his personal success to that of the company and makes company decisions based on his personal goals.
Maris’s attitude of wanting total control and not delegating have proved chaotic at times, and the decision by the board to put all other projects on hold and pursue the big tender, seem more out of fear for Maris as opposed to research.
It is
An analysis of the case study RBS Skals: Leader’s Dilemmas using a Psychological Perspective
-------------------------------------------------
Managing under uncertainty: Assignment 2
Melody Marume ( c3173481 )
CONTENTS
EXECUTIVE SUMMARY……………………………………………………………2
1. INTRODUCTION……………………………………………………………..3 2. THE DECISION MAKING FRAMEWORK AT RBS SKALS……………...3 3. RELATED DECISION MAKING ISSUES 3a) A PSYCHODYNAMIC APPROACH ……………………………………..4 3b) PSYCHOLOGY OF DECISION MAKER ………………………………...5 3c) PERCEPTUAL PROCESS AND THE DECISION MAKING PROCESS..6 4. CONCLUSION………………………………………………………………7 5. RECOMMENDATIONS…………………………………………………….8
REFERENCE LIST
EXECUTIVE SUMMARY
A Psychological perspective is used to analyze the decision-making framework at RBS Skals. RBS Skals is one of the ten biggest players in the very competitive and corruption riddled construction market of Latvia. Investments in the construction market have been very small ever since the collapse of the centrally planned economy in the 80s, however RBS Skals has managed to separate itself as a socially responsible, large capacity and financially stable company. It is popular with employees and subscribes to international quality standards. This makes it a viable choice for any big projects in and out of Latvia
Maris Saukans is one of the three owners of RBS. He takes a very active role in the day-to-day company operations. He uses an authoritarian leadership style and his word is law. Maris has attached his personal success to that of the company and makes company decisions based on his personal goals.
Maris’s attitude of wanting total control and not delegating have proved chaotic at times, and the decision by the board to put all other projects on hold and pursue the big tender, seem more out of fear for Maris as opposed to research.
It is
References: Harrison, F E. (1999). The managerial decision-making process. 5Ed. Boston, New York Robbins, S P. Barnwell, N (2002). Organisation Theory: Concepts and Cases 4th Ed, Pearson Education,Australia Teale, M., Dispenza, V., Flynn, J. and Currie, D. (2003). A psychological dimension. In Management decision-making: towards an integrative Approach, 1st Edn, United Kingdom: Pearson Education.