Instructions Chapter 12: Medford University The Medford University case study should provoke you to explore what you would think about if you found yourself in a crisis similar to what the president...

a. The decision management responsibilities related to cutting back the university’s fringe benefits plan were allocated to a committee (i.e., the task force which was appointed by President Hiromi Kobayashi) and not to the human resources staff President Hiromi Kobayashi because the president believed that the best possible decision related to the cutting back on the fringe benefits will be best if it was taken by a diverse group of members than just the company’s human resources staff. This rationale by the president was developed based on the research where it was mentioned that any decision taken by a group of members with explicit knowledge will assist well in the decision-making process. (Hausman & McPherson 1993). Also, President Hiromi was aware that if the decision will be put on the table it will be accepted when a discussion happens among the organisation members after the decision is taken by the committee comprising of various seniors and more experienced members. Therefore, the decision management responsibilities were assigned to the committee to generate a plan which will be accepted by the university. The plan would have ensured that the best decision is proposed to the university which can be undertaken as it will benefit the university more than anything, also an outside committee or an individual committee make sure that no bias comes into the picture while...