Date Presented

Spring 4-6-2010

Document Type

Thesis

Access Type

1

Degree Name

Bachelor of Science

Department

Athletic Training

First Advisor

Sally Selden

Second Advisor

Frank Whitehouse

Third Advisor

Lee Schimmoeller

Abstract

As requested, I have read and analyzed the case, “Decision Making at the Top: The All- Star Sports Catalog Division.” This case detailed an issue that many organizations face at some point as many organizations tend to make changes to its decision making process. The All-Star Sports Catalog Division (ASC) is one of three divisions within the All-Star Sports organization. Since its establishment in 1990, the division has performed well and expanded greatly. Much of this success resulted from the decision making process developed by ASC President, Don Barrett. The process is very fundamental and wellstructured, which has allowed the company to make the best decision possible after much analytical thinking. However, though the ASC division produced profitable results under Barrett, the decision making process was questioned and a consultant was hired to analyze the ASC’s decision making process and gauge employees’ level of satisfaction of factors such as team member participation, meeting agenda, team effectiveness, etc. Based on the consultant’s research, Don Barrett was presented with three choices of how he could alter the ASC decision making process to improve overall performance.

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