Case Study: Dell's Do over

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Case Study: Dell’s Do-Over Christopher M. Artis Indiana Wesleyan University I have read and understand the plagiarism policy as outlined in the syllabus and the sections in the Student Bulletin relating to the IWU Honesty/Cheating Policy. By affixing this statement to the title page of my paper, I certify that I have not cheated or plagiarized in the process of completing this assignment. If it is found that cheating and/or plagiarism did take place in the writing of this paper, I understand the possible consequences of the act/s, which could include expulsion from Indiana Wesleyan University. Case Study Are most decisions Michael dell makes programmed decisions or nonprogrammed decisions? At the pinnacle of his, and subsequently the company’s, success it was plausible for Michael Dell to make programmed decisions. However, with the climate of the industry, Dell’s less than favorable position, and variables far beyond control, Mr. Dell would almost have to take a non-programmed approach to decision-making. Upon Michael Dell’s return the company was in a reactive state, the perfect storm for non-programmed decision making. Per the text in Chapter 7, nonprogrammed decision making occurs when there are no ready-made decision rules that managers can apply to a situation. In Dell’s case, rules were non-existent because the state of affairs was uncertain. Dell’s situation serves itself as the perfect example of nonprogrammed decision making as the company endeavored to “build a distribution network from scratch” and adopt an entirely new set of skills that involve flexibility, customer focus, and most importantly innovation. To what extent are the decisions Michael Dell makes characterized by risk and uncertainty? There were many areas in the article that discussed the fast-paced characteristics of

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