Managing Communication Knowledge Information

Managing Communication Knowledge Information Mehran Spice and Food Industries began its excursion in 1975 and inside a couple of years of its commencement, the organization developed to end up one of the main zest and sustenance commercial ventures all inclusive. As time passed, the item extend at Mehran expanded from flavors by including prepared blend formulas, rice, pickles, chutneys and sweet things(mehran, 2015).
Managing Communication Knowledge InformationMehran is a world pioneer in quality rice, furnished with the most progressive rice plant from Germany. The plant, which is one of only a handful few in Pakistan, has empowered Mehran Super Kernel Basmati Rice to wind up one of the top offering basmati rice on the planet (ibid).
Mehran Spice and Food Industries is an ISO 9001 and HACCP guaranteed pioneer in the quality sustenance business. Our main goal is to be a customer arranged organization with a sharp understanding of sustenance items guaranteeing quality, consistency and a bona fide taste, moved down with best in class innovation to get ideal results. We are building a business in which elevated expectations saturate all parts of our organization. Quality is a perspective at Mehran Spices and Food Industries (ibid).
Mehran Spice and Food Industries have been respected with “The Best Export Performance Award” from FPCCI consistently since 1984, other than other national and worldwide grants. Mehran has likewise been granted “The Best Export Brand of the Year Award” from FPCCI for the year 2009-2010(ibid).
Throughout the years, Mehran’s generation offices have been set up locally and universally. Sequentially:

Managing Communication Knowledge Information

  • 1975, Mehran Spice & Food Industries                   I.T.E Karachi-Pakistan
  • 1988, Pure Food Ltd.                                              Jebel Ali Free Zone-Dubai
  • 2002, Thar Roller Flour Mill Naukot,                       Tharparkar District, Sindh-Pakistan
  • 2003, Mehran Spice & Food Industries                   Korangi Industrial Area-Karachi-Pakistan
  • 2007,           Gul Mohammed Spice Factory                      Jeddah-Kingdom of Saudi Arabia

Keeping in view the global success of Mehran, the company aims to establish itself in Pakistan as well. The spice market in Pakistan is ever expanding and penetration into such a huge market is an arduous task. Nevertheless, Mehran was up to the challenge and established effective distribution networks successfully all over Pakistan. Today by the Almighty’s grace & support from our valuable customers, Mehran enjoys a leading position in the market place (ibid).
“The world knows Mehran,now it’s your turn.”

Learning outcome 1

Task 1

Range of decisions

Decision making is central to all the managerial activities, be it planning, organizing, staffing, directing or controlling(your article library, 2015).
Decision making is a process of making choices from alternative courses of action, based upon factual and value premises with the intention of moving towards a desired state of affairs. Once a decision is taken, it implies commitment of resources (ibid).
The decision that a manager has to take may range from setting of goals and targets for the entire business enterprise to specific decisions regarding day-to-day activities. Some of them may have only short-term implications, while others may have long-term implications on the enterprise. From these points of view, manage­rial decisions can be broadly classified into three categories, namely, strategic, tactical and operational decisions (ibid).

1. Strategic decisions:

Strategic decisions are major choices of actions and influence whole or a major part of business enterprise. They contribute directly to the achievement of common goals of the enterprise. They have long-term implications on the business en­terprise(your article library, 2015).
They may involve major departures from practices and procedures being followed earlier. Generally, strategic decision is unstructured and thus, a manager has to apply his business judgment, evaluation and intuition into the definition of the problem. These decisions are based on partial knowledge of the environmen­tal factors which are uncertain and dynamic. Such decisions are taken at the higher level of management (ibid).

2. Tactical decisions:

These decisions relate to the implementation of strategic decisions. They are directed towards developing divi­sional plans, structuring workflows, establishing distribution chan­nels, acquisition of resources such as men, materials and money. These decisions are taken at the middle level of management (ibid).

3. Operational decisions:

These decisions relate to day-to-day op­erations of the enterprise. They have a short-term horizon as they are taken repetitively. These decisions are based on facts regarding the events and do not require much of business judgment. Operational decisions are taken at lower levels of man­agement. As the information is needed for helping the manager to take rational, well informed decisions, information systems need to fo­cus on the process of managerial decision making (ibid).Order Now