IRM4723
Assignment
Due 2025
,IRM4723
Assignment 3
Due 2025
Exceptional Response
Question 1: Role of Databases in Supporting Managerial Decision-Making
1.1 Description of the Three Levels of Management in an Organization
Organizations typically exhibit a hierarchical structure comprising three distinct
management levels, each with unique roles and decision-making responsibilities. A
critical assumption underpinning this structure is that decision-making authority
correlates with hierarchical position, which may oversimplify the dynamic interplay of
influence in modern organizations. This section delineates these levels, critiques their
presumed linearity, and considers their implications for database utilization.
Top-Level Management
Top-level management, encompassing roles such as CEOs, CFOs, and board
members, bears responsibility for formulating the organization’s strategic vision and
long-term objectives. These executives make unstructured, high-stakes decisions that
shape the organization’s trajectory, such as market expansion or mergers, relying on
comprehensive data analysis to evaluate trends and competitive positioning (Daft,
2016). For instance, a CEO might leverage aggregated sales and customer data to
decide on entering a new market. However, the assumption that top-level decisions are
inherently strategic overlooks instances where operational crises demand their
intervention, revealing a tension between hierarchical roles and practical demands. The
reliance on data-driven insights also raises questions about over-dependence on
technology, potentially stifling intuitive leadership.
, Middle-Level Management
Middle-level management, including department heads and regional managers,
translates strategic goals into tactical plans through semi-structured decisions. These
managers allocate resources, monitor performance, and ensure departmental alignment
with organizational objectives (Robbins & Coulter, 2018). For example, a sales manager
might adjust regional targets based on customer data analysis. The assumption of
seamless strategy implementation ignores potential conflicts between strategic
directives and operational constraints, such as budget limitations. Moreover, the
effectiveness of middle managers hinges on their ability to interpret data, raising
implications for training and data literacy in fostering informed decision-making.
Lower-Level Management
Lower-level management, comprising supervisors and team leaders, oversees daily
operations through structured, routine decisions focused on efficiency. Tasks include
staff scheduling or inventory management, as exemplified by a warehouse supervisor
reordering stock based on inventory data (Daft, 2016). The presumption that lower-level
decisions are merely operational undervalues their cumulative impact on organizational
performance. A critical tension arises when operational efficiency conflicts with strategic
goals, such as cost-cutting measures compromising quality. The reliance on databases
at this level underscores the need for accessible, user-friendly systems to prevent
technological barriers from impeding decision-making.
Assignment
Due 2025
,IRM4723
Assignment 3
Due 2025
Exceptional Response
Question 1: Role of Databases in Supporting Managerial Decision-Making
1.1 Description of the Three Levels of Management in an Organization
Organizations typically exhibit a hierarchical structure comprising three distinct
management levels, each with unique roles and decision-making responsibilities. A
critical assumption underpinning this structure is that decision-making authority
correlates with hierarchical position, which may oversimplify the dynamic interplay of
influence in modern organizations. This section delineates these levels, critiques their
presumed linearity, and considers their implications for database utilization.
Top-Level Management
Top-level management, encompassing roles such as CEOs, CFOs, and board
members, bears responsibility for formulating the organization’s strategic vision and
long-term objectives. These executives make unstructured, high-stakes decisions that
shape the organization’s trajectory, such as market expansion or mergers, relying on
comprehensive data analysis to evaluate trends and competitive positioning (Daft,
2016). For instance, a CEO might leverage aggregated sales and customer data to
decide on entering a new market. However, the assumption that top-level decisions are
inherently strategic overlooks instances where operational crises demand their
intervention, revealing a tension between hierarchical roles and practical demands. The
reliance on data-driven insights also raises questions about over-dependence on
technology, potentially stifling intuitive leadership.
, Middle-Level Management
Middle-level management, including department heads and regional managers,
translates strategic goals into tactical plans through semi-structured decisions. These
managers allocate resources, monitor performance, and ensure departmental alignment
with organizational objectives (Robbins & Coulter, 2018). For example, a sales manager
might adjust regional targets based on customer data analysis. The assumption of
seamless strategy implementation ignores potential conflicts between strategic
directives and operational constraints, such as budget limitations. Moreover, the
effectiveness of middle managers hinges on their ability to interpret data, raising
implications for training and data literacy in fostering informed decision-making.
Lower-Level Management
Lower-level management, comprising supervisors and team leaders, oversees daily
operations through structured, routine decisions focused on efficiency. Tasks include
staff scheduling or inventory management, as exemplified by a warehouse supervisor
reordering stock based on inventory data (Daft, 2016). The presumption that lower-level
decisions are merely operational undervalues their cumulative impact on organizational
performance. A critical tension arises when operational efficiency conflicts with strategic
goals, such as cost-cutting measures compromising quality. The reliance on databases
at this level underscores the need for accessible, user-friendly systems to prevent
technological barriers from impeding decision-making.
