Greyhound Lines, Inc. is the one and only countrywide contributor of intercity bus service in the United States. Its task force of 2,400 buses brings further than 22.5 million travelers every year in excess of a road system that lengthen for further than 75,000 miles. Greyhound schedule to further than 2,600 destinations, with 18,000 on a daily basis leaving. Additionally to its programmed traveler services, the corporation suggests charter bus service, express package service in the course of Greyhound Package Express, and food service at a number of its workstation. Greyhound is also caught up in cross-border bus service throughout joint ventures with Mexican transportation businesses. The bus company that develops into Greyhound was created in 1913 by Carl Earl Wickman. The secret to Wickman's early on achievement was making best use of ridership, which took the appearance of padding 18 miners into a seven-passenger Hupmobile. Wickman's revenues start on to boost, and he took on business buddies who lend a hand for him in supply funds in bigger bus
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Greyhound Lines is the nation's largest bus company. However, they face a big problem when they start to introduce computerization system in the business. The problem became a major problem to their company because they took the wrong part in making decision just to increase profit and customer service. The top level manager face financial problems by introducing computerize system in their business without taking into the middle level manager's opinion. Greyhound was facing non-programmed decision problem where the top level manager's take a precise solution for an exceptional problem. The software called Trips software. There were problems such as the customers don't have credit card or telephone to make use of Trip software. Furthermore, the software sometimes not working and it take time to print the ticket out, this make the customer frustrated for waiting in line for so long.
Was the decision facing Greyhound executives programmed or non-programmed?
Programmed decision means resolution previously obtainable from earlier period knowledge to resolve troubles that are well-known, clear-cut, and obvious with value to information requirements. These judgments relate finest to problems that are subject of custom, even though it is not unsurprising but they can predict. However, non-programmed decision means relate precise way out ability for an only one of its kind problem. the majority problems handle by advanced rank manager are of this kind, with the problems frequently concerning alternative of tactic and purpose in situation of some doubt. Therefore, Greyhound is facing non-programmed decision. There are three type of non-programmed decision such as re-organization, computerization, and improve customer services.
Firstly, re-organization means a renovation of a company business, as well as a obvious transform in resources formation, over and over again subsequent a disappointment and receivership or liquidation trusteeship. Greyhound Lines face re-organization when they introduced computerize system in their business. Some of their customers don't know how to use a credit card or telephone to call to book a ticket for them. This have cause the operators receive many calls from their customer about they don't know how to use the software and they can't get access to the Trip software.
Secondly, computerization is a factor of non-programmed. Computerization means to control, perform, process, or store (a system, operation, or information) by means of or in an electronic computer or computers. The customer can't access to the software so they customer directly come to the ticket selling place to buy the ticket. However, when the customers try to buy the ticket, they have to wait for 5 minute and 45 second to the computer to process and print the ticket. These causes the number of customer wait to buy ticket decrease because they feel angry to wait for so long to buy a ticket.
Thirdly, Greyhound also has to improve customer service to solve the problem that the company is facing now. Customer services means expanding our thinking about customer service; if we're going to consistently exceed customers' expectations, we have to recognize that every aspect of our business has an impact on customer service, not just those aspects of our business that involve face-to-face customer contact. Greyhound has been overwhelmed by plentiful customer criticism, as well as constantly not on time buses, impolite employees, unhygienic services, insecure environment, mechanical breakdown and accidents. Buses have been recognized to get there quite a lot of hours after their programmed arrival time and employees have been unconcerned and even orally insulting of passengers who ask over for assist. This is one of the reason that the top level decide to introduce computerize system.
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In conclusion, There are three type of non-programmed decision such as re-organization, computerization, and improve customer services. Greyhound can learn from the experiences of others to solve this problem. Two very common mistakes company make when breakdown organizational change are they try to manage on their own and they fall short to advantage from the knowledge of others. Thousands of bus organizations maybe have faced circumstances similar to Greyhound. So they can try to have a discussion to these knowledgeable people. Pick their intelligence. Discover out what other people in Parallel Corporation are responsible to deal with downsizings or development. They also can study books and articles about these problems.
Do you think Greyhound should have used the classical, administrative, or political model to make decision? Which do you believe it used? Discuss. Provide examples to justify your answer.
The classical management approaches focal point on budding general standard for applies in a variety of organization circumstances. However, administrative management approaches means center of attention on human being requirements, the work group and the position of community feature in the place of work. In the other hand, political management approaches means focus on put into operation mathematical method for administration of crisis solving. Greyhound uses classical model then the other two models. There are three types of classical approaches such as scientific management, administrative principle, and bureaucratic organization.
Firstly, scientific management means highlight cautious selection and training of workers, and decision-making support. This management is found by Frederick Taylor and Frank and Lilian Gilbreth. There four guiding action principles that Greyhound have used to improve their business. First of all, develop for each job a 'science' that contain regulations of movement, consistent work progression and appropriate working circumstance, then they have to choose workers with the exact skill for the occupation, cautiously coach workers to do the job and offer them the suitable encouragement to work together with the job 'science', and maintain workers by carefully scheduling their job and by level the method as they go regarding their jobs. Greyhound should plan properly for the employees to what have to be done in specific given time. Greyhound should make the employees feel like home in their working place so that the employees do the work in time.
Secondly, administrative principle is based on effort to file and be aware of the skill of victorious managers. This principle developed by Henry Fayol and Mary Parker Follet. There five important point in this principle. First of all, Greyhound have to foresight which means they have to complete a plan of action for the expectations where they should have plan A and plan B so that if one plan fail then they can go for the second plan. Then, Greyhound has to offer and assemble resources to implement the plan. So Greyhound has to be preparing in financial way and equity way to achieve their future plan. Furthermore, Greyhound has to control to guide, decide on, and appraise workers to get the most excellent work towards the plan for example employees is one of the most important source that going make these idea into reality so Greyhound has to very careful in choosing their employees so that Greyhound can move into future plan then just sit around worrying about employees attitudes to customers. Moreover, coordination and control can make sure the work goes according to the plan.
Thirdly, bureaucratic organization is a balanced and well-organized structure of organization establish on common sense, regulate and lawful power. There are five factors in bureaucratic such as clear division of labor, clear hierarchy of authority, formal rules and procedures, impersonality, and career based on merit. Greyhound have to define very clearly what the employees have to do then the worker have to report to higher level people after that the higher level people have to a report of the work. If the employees follow the rules and regulation properly and did their work then the managers have to reward the employees to boost the employees to do better than now.
In conclusion, Greyhound has to plan properly, if they want to invent computerization in the company. Employees is one of the most important people in making the company success internal so Greyhound have to give time to for the employees to celebrate their accomplishments. Futhermore, there are Christmas festivity in December to do party and the yearly corporation picnic in the summer for the employees to enjoy their movement with their higher level people. This can be surprised for Greyhound on how a great deal of a difference this can create.
Analyze the Greyhound case in terms of the steps in the managerial decision making process. Do you think top executive paid adequate attention to all the steps? I f you were a Greyhound, what would you do now and why?
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Decision making means the procedure of making selection among other path of action. There are five stepladders in decision making which is very important for business. This decision creation representation in five steps is a common but extremely successful outline for making decisions and put an end to problems. This discipline will help prevent Greyhound from receiving unfocused on a number of small elements of the significant steps leading to a decision.
Firstly, Greyhound has to identity and defines the problem that they are facing. In anticipation of Greyhound have an obviously thoughtful of the dilemma or decision to be made, it is worthless to continue. If the problem is stated the wrong way or indistinguishably then Greyhound's result will be incorrect. Greyhound didn't consider what the middle manager is thinking such as the employees are very rude to the customer, then Greyhound implement computerize system to solve the first problem, however, the top level didn't think about the customer who don't know how to use the software and Greyhound didn't test the software before implementing which cause the customer can't buy ticket in that software. Moreover, after everything being computerizes the customer have to wait so long in queue to buy ticket for their journey.
Secondly, Greyhound has to generate and evaluate possible solution to solve the problem that they are facing. Greyhound should have know that there is possible whether to do it or don't do it when they want to implement something new in the business. Most of the time Greyhound should know that there will possible substitute for their decision. It is worth for Greyhound doing research to ensure whether they have as many good alternatives as possible. For example, Greyhound implement customer service to take care of the customer problem with the employees or Greyhound can send the entire employee to a course which teaches them how to be polite to customer. Furthermore, if Greyhound wants to implement computerize system in their business then they should test all the software available in market before choosing one of the software which is the best one.
Thirdly, Greyhound has to choose a solution to solve the problem. Then main problem is the employees treated the customer very badly and implementing computerizes system so Greyhound can have a department especially for the customer to complain about their dissatisfaction and Greyhound has to do research first before choosing software. Then Greyhound has to implement the solution which means they have to put their plan into work. Finally, they have to evaluate the result whether it satisfied the customer. Greyhound can do survey whether the customer satisfied with the service that they provide. As customer is the most important people in helping the business increase their revenue.
In conclusion, although Greyhound faces a serious problem in introducing computerize system in their business especially Trip software which cause Greyhound suffer losses in their business. However, they still manage to overcome the problem by changing high-speed Kodak scanners are used to scan the large volume of data. This optimized high-speed scanning software was developed by Combined Computer Resources, Inc which helps Greyhound overcome their problem and increase the business profit. Being creative is one of the most excellent habits to deal with managerial transform is to "rev up" the managers natural powers for creative intervention. Most problems are amenable to creative, innovative solutions. The only things that frequently persist in this resolution from occur is the Greyhound's own inner obstacle and nature obligatory boundaries. Creative crisis resolve all the time contain jeopardy. Suggesting fresh thought summons disapproval from others. What if the plans not succeed? What if business losses take place? What if things wind up worse than previously? They got to be enthusiastic to understand such risks if they are going to be free to think creatively.