Likewise, when Hurricane Katrina was forecast to make landfall, Thomas Oreck, then CEO of the vacuum manufacturer that bears his name, had to make a series of nonprogrammed decisions.
executives began searching for lost employees, tracking down generators, assembling temporary housing for workers, and making deals with UPS to begin distributing its product (UPS brought food and water to from Atlanta and took vacuums back to the company’s distribution center there).
Slome decided that the pet food industry, a $30 billion a year business, was ripe for a natural food alternative.
She laments, however, that she let perfect be the enemy of the very good by indulging in “analysis paralysis.” In an informational role, the manager may act as an information gatherer, an information distributor, or a spokesperson for the company.
It appears that managers preferably transfer information verbally and that they do not always make fact-based decisions.
Even management techniques are not always applied effectively.A manager represents the company both internally and externally in all matters of formality.He is a networker but he also serves as an exemplary role model.In carrying out the responsibilities of planning, organizing, leading, and controlling, managers take on many different roles.A role is a set of behavioral expectations, or a set of activities that a person is expected to perform.are made in response to routine situations that occur frequently in a variety of settings throughout an organization.For example, the need to hire new personnel is a common situation for most organizations.For example, entrepreneurs can become paralyzed evaluating the options.For the Gabby Slome, the cofounder of natural pet food maker Ollie, the idea for starting the company came after her rescue dog began having trouble digesting store-bought pet food after living on scraps.Therefore, standard procedures for recruitment and selection are developed and followed in most companies.employee, who had to decide the best way to salvage a five-mile-long piece of railroad track from the bottom of Lake Pontchartrain, is an example of a nonprogrammed decision.