Decisions in Paradise Part 3

Decisions in Paradise part 3

Even though Ocean Queen (OQ) is a large organization with 18 casinos across the United States, Kava will be the first location for the OQ to operate outside of the US. Developing a position in an international business setting is one that can be difficult sometimes at best. This is the case when presented with the island of Kava, located in the South Pacific. For a company to enter a market can be difficult to begin with, and for a company to develop a market requires even more work. However, Ocean Queen is committed to making a difference in the lives of islanders as well as reshaping Kava into its former beautiful island.

When looking at the situation, it is important to analyze the geographic situation presented to the company. The country of Kava is faced with a myriad of tropical disasters and diseases that could plague it at any moment, including tsunamis, typhoons, volcanic eruptions, earthquakes, HIV/AIDS, and avian flu to name a few (University of Phoenix, 2007). Taking these into consideration, Ocean Queen must first decide the best and most secure location to develop itself within the country. OQ needs to find a geographic location that would provide the security for the employees. A location that can give security for the architecture while still providing convenience, far enough from the ocean or other questionable areas so as to provide some company security, is vital. Further, due to the risk of terrorism from both within and outside of the country, a location that provides some sort of protection would be necessary should the need arise.

Other issues to handle are “the four bottlenecks of the decision-making and implementation process that generally cause problems within organizations: global verses local, center verses business unit, function verses function, and inside verses outside partners” (Rogers, 2006). By following the standard corporate structure of dividing the company’s branches into individual geographic or cultural locations of operation that can operate relatively independently of the central headquarters, the new OQ branch in Kava can avoid many of the problems by focusing on local and business unit operations. Based on the previously made solutions and the current situations, it is clear that these should be in favor of both external partners and factors that best benefit the people of the island while keeping the company’s business goals in mind.

In addition to internal issues affecting the internal decision making process, it is also important to examine what resources and actions are required to implement the decisions effectively and guarantee the company’s overall successful implementation of the decisions. In this case, the main resource requires is manpower. With a lack of human resources on the island to assist in the development of the company, the company will be unable to achieve its implementation goals, and as such company operations will not succeed over both the short and long-term. Required action to take place in this case is for the central company to actively search out both current and prospective employees in order to assist with the company development on the island and conduct company operations once the company center has been established. One way to assist in the successful fulfillment of this action is to promote the island as a tropical location that, once reconstruction is complete, will be an ideal place to live and work on a regular basis.

One final aspect to examine, and one that can be very important given the geographic isolation that being an island provides, is what the ethical implications from stakeholders’ perspectives the decision implementation will cause. While it is assumed that the