solved Module 5 Case StudyPART 1: Response to two of these

Module 5 Case StudyPART 1: Response to two of these discussions questions and respond to one student.Discussion 1: Think of some recent examples of decision making by spot managers (e.g., general managers, head caches etc.). Do you believe their decisions were rational (or irrational)? What would you have done differently?Ra’sean Davie (student) said: “One recent example of decision making that I can think of is the Georgia Southern University and its athletic department firing Chad Lunsford their head coach. This decision was made after the University’s football team had a rough start to the season falling 1-3 so far. With the evidence presented I feel that they made a rational decision in terminating him from his position. The given end that the University and their football program want to achieve is a winning and successful season. With the head coach on a losing streak so far and only being 28-21 after 4 years it was in their best means to get rid of Chad Lunsford. The college sports world can be one of the most cutthroat industries known to man as it is all business and if you are not producing you get fired. Coaches know they are subject to be in the hot seat if results are not produced fast. The only thing I would have done differently was probably let him at least get 1-2 conference games in to see if he can put us in a position to win a conference title. The first four non conference games are considered the pre season for some teams as their goal is to win their conference championship.” Discussion 2: What were the decision styles of the various sport managers you have worked for and/or observed? Have you ever confused a sport manager’s decision style with her/his personality? How? Which type of sport manager and decision style do you prefer to work for?Ted (student) said:”I have seen many, but multiple examples of Consult Group strategy, and “Decide” where no one else really has input. Consult group has gotten very time-consuming and sometimes borderline burning out everyone involved because of how much time and energy it can suck. But at the same time, Authoritarians who make the judgement that their assistants aren’t good enough to help as very dangerous! Sometimes the ego can overrule all rationality, and leaders end up believing they are the only ones with the answers even if this isn’t the case. I think it is very easy to confuse someone making decisive decisions with an authoritarian “Decide” type leader when truly it is just the way it must be done sometimes (for the sake of time).I think a balance is certainly the best way, but in terms of leaning one way or another, I would lean Consult Group. Working for someone who is selective who is in the consult group, and limiting the time on each topic to talk about seems to be my ideal situation.”PART 2:Name(s): Some years ago, the Milwaukee Brewers’ (www.milwaukeebrewers.com) then-president Bud Selig made the decision that, in order to keep the Brewers in Milwaukee, the organization needed to construct a new stadium. Under the supervision of the new president, Wendy Selig-Prieb (Selig’s daughter), ground was broken for MillerPark on November 9, 1996. In 2000, President Selig-Prieb stated, “The Miller Park era is beginning soon, and with it a renewed vitality for major league baseball in Wisconsin. Accordingly, we are committed to bringing a championship to Wisconsin. Our fans will enjoy a world class ballpark, and also deserve a rewarding game experience.” Selig-Prieb believed that Miller Park would bring fortune to Milwaukee, the surrounding area, and the Brewers; the same is true for any organization that thinks it is necessary to build a multimillion dollar facility. Countless Major league baseball teams all over the nation have considered, are considering, or are in the process of building new stadiums in order to keep players, the community, fans, and team executives happy. Most cities and teams turn to the idea of the new facility when they are facing a buyout, relocation considerations, player and fan dissatisfaction, and so on. Baseball club officials understand that the decision to construct a new facility can often reverse these negatives. County Stadium, the former home of the Milwaukee Brewers, opened on April 6, 1953, and increased its seating capacity over the years to hold 53,192 fans. Miller Park, on the other hand, holds only 43,000 spectators but features a convertible, fan-shaped roof. Miller Park is a more elaborate establishment than the old County Stadium; it is the extra details found in new stadiums that executives of major league teams believe will help keep their organizations competitive from all angles.Discussion Questions (20 points): Identify and explain the potential problems and opportunities that both the team and the city might have faced that could have led to the decision to construct a new facility (4 pts)Use the steps provided in the ‘classical model of decision making’ to decide whether you would have tried to build a new stadium if you were in Selig-Prieb’s shoes (4 pts)Do you believe that facility construction is a rational decision for (1) team executives and (2) local citizens? Explain (4 pts)When making decisions about building a new facility, what type of decision style(s) and problem attributes are most relevant and important? Explain (4 pts)Identify how Miller Park has helped or hindered the Brewers organization by finding statistics from attendance records at County Stadium in 1999 and comparing them to current records at Miller Park. With what you have learned, and with any additional information you have found, justify whether or not the decision to build the stadium was a positive move for the team (4pts)