This case study tries to analyze the decision-making process from different angles. It deals with the rational and intuitive styles of decision making. After taking charge as the Vice President of the Indian division of Nemesis Telecommunications, a multinational telecommunication company, in March 2009, Kenny Anderson (Kenny) was asked by, the President, Srujan Banerjee, to conduct a workshop on decision making for the regional heads of the company. The company gave enough freedom to the regional heads to make decisions in their region. Two of the regional heads, Rahul Saxena (Rahul) and Ignatius Sam (Ignatius), had very good track records because of their decision-making ability. Both used contrasting decision-making styles - Rahul used rational and Ignatius used intuitive decision-making style. Banerjee, however, believed in a more holistic approach to decision making and he wanted Kenny to propagate the same in the workshop. The case study presents two dilemmas - Is there one particular decision-making style which can be applied to any situation or industry? What are the pros and cons of using only rational or intuitive decision-making styles? A good plan, executed now, is better than a perfect plan next week.

Srujan Banerjee (Banerjee) CEO and President, Nemesis knew that decision making is a key skill that every manager should possess. Especially his regional heads, he believed, should be effective decision makers. He felt the need to emphasize on the right decision-making style to his middle- level managers, who were given enough freedom to make decisions about their own regions. Though it had hardworking and ambitious regional heads, their decisions were not that effective. Rahul Saxena (Rahul) and Ignatius Sam (Ignatius) were, however, doing better than their counterparts. But they were extreme opposites in their decision-making styles and Banerjee wanted them to follow a more holistic approach to decision making. Hence, when Kenny Anderson (Kenny) was hired as the Vice President, the first job he was assigned to, was conducting a workshop on decision-making styles. However, can a particular decision-making style be considered as the right one?

In March 2009, Kenny was appointed as the Vice President of Nemesis, one of the biggest companies in the manufacturing, sales and services of telecommunication equipments. Nemesis' products and solutions included wireless products, core network products, applications and software, as well as terminals. It provided effective and reliable network equipment and services to many of the telecom companies in India as well as abroad. The networking business largely contributed to the bottom line of the company in India. Applications, software and wireless products also generated some demand.

HRM Review Magazine, Rational Decision Making Process, Decision-Making Styles, Telecom Companies, Core Network Products, Wireless Products, Software Products, Performance Assessments, Advertisement Campaigns, Decision-Making Abilities, Telecommunication Equipments.