Decision Making; Solvay Group: International Mobility and Managing Expatriates
Decision Making; Solvay Group: International Mobility and Managing Expatriates
Decision making with other members in organization is very important because every action needed decision making, planning a business, managing performances, care the employee and customers, every time every actions based on decision making. Then, how can we make a good decision?
Rational choice paradigm
Decision making is the conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs. The ultimate principle of the rational choice paradigm is to choose the alternative with the highest subjective expected utility. And we can use the rational choice decision making process that there’s six step to do. The first step is to identify the problem or recognize and opportunity, and the second step involves deciding how to process the decision. After decided the process, you can identify and develop a list of possible solution, and choose the alternative with the highest subjective expected utility. The fifth step is to implement the selected alternative. And evaluating whether the gap is last step of rational choice decision-making process.
In this case study that Solvay group, we would like to focus on the decision making process.
Solvay Group
Solvay, a Brussels based international chemical & pharmaceutical group is doing their business internationally, Europe, NAFTA, Mercosur, and Asia Pacific. And 28,000 employees belong to Solvay group in 2007. Net Sales of three division of Solvay is over € 28,000 millions. Solvay grown by of M&A, and it’s base to form the current divisions and business architectures.
Challenges
Marcel Lorent, HR manager for international Mobility at Solvay should have to decide four expat processes, but those four expat is not unusual cases, so he is on dilemma.
According to rational choice decision-making process, it’s based on aware the information with member who is relative
Decision making with other members in organization is very important because every action needed decision making, planning a business, managing performances, care the employee and customers, every time every actions based on decision making. Then, how can we make a good decision?
Rational choice paradigm
Decision making is the conscious process of making choices among alternatives with the intention of moving toward some desired state of affairs. The ultimate principle of the rational choice paradigm is to choose the alternative with the highest subjective expected utility. And we can use the rational choice decision making process that there’s six step to do. The first step is to identify the problem or recognize and opportunity, and the second step involves deciding how to process the decision. After decided the process, you can identify and develop a list of possible solution, and choose the alternative with the highest subjective expected utility. The fifth step is to implement the selected alternative. And evaluating whether the gap is last step of rational choice decision-making process.
In this case study that Solvay group, we would like to focus on the decision making process.
Solvay Group
Solvay, a Brussels based international chemical & pharmaceutical group is doing their business internationally, Europe, NAFTA, Mercosur, and Asia Pacific. And 28,000 employees belong to Solvay group in 2007. Net Sales of three division of Solvay is over € 28,000 millions. Solvay grown by of M&A, and it’s base to form the current divisions and business architectures.
Challenges
Marcel Lorent, HR manager for international Mobility at Solvay should have to decide four expat processes, but those four expat is not unusual cases, so he is on dilemma.
According to rational choice decision-making process, it’s based on aware the information with member who is relative