Case study: Every leader should design and communicate how they want to make decisions. Making it clear what you care about, what you need to know about, and what youre tasking others to move on will help minimize confusion about who should be making which decisions. It also helps clarify when you as the leader can be kept out of a decision, when you should be pulled in, and how requests for your feedback should be communicated. Ive learned this the hard way. Because Im passionate about multiple facets of my company, my executives were getting confused at times about why I was inserting myself into a conversation. Sometimes, it was simply my excitement, and other times, it was from a place of concern. Sometimes, I didnt see how their execution of a strategy lined up with what I saw in my minds eye. This made my executives blurry about what they had the power to act on and when they needed to loop me in in part because I wasnt clear on those things myself. Decisions would stall. Frustrations would run high. Convoluted decision-making processes waste time. Respondents to a 2018 McKinsey survey, for instance, said they spent 37% of their time making decisions, on average and they estimated that more than half that time was spent ineffectively. On the other hand, delegating decisions and trusting the people youve handed them to isnt always easy. (Duarte, N 2022, Effective leaders decide about deciding, MIT Sloan Management Review, vol.9, no.18, pp.1-3).

A. With reference to learning module 10, describe, using examples, a model of decision-making for Duarte Inc. (6 marks)

B. Based on your response in section A: Discuss the implications of managing change within this scenario. Provide examples (4 marks)

C. Examine the role of managing controls in this process? Provide examples (4 marks)