To Close or Not?

Management
Student’s Name
Institutional Affiliation
Date
To Close or Not?
The choice made by Dov Frohman to keep Intel open and operational during a definite missile attack was a good idea. This is because; in as much as he was anticipating for the missile attack nothing was really happening and it would have been unnecessary for Intel up to be closed in the mean-time. In an executive level, Frohman made an excellent compromising decision of keeping the company up and running while giving his employees an option of choosing to report to work on their own free will and not by force despite the risk. For that reason, I agree with his decision and applaud him for being an effective leader who is able to make a tough decision in an extremely pressurized situation. Personally, I feel that he should have closed Intel for a while after the attacks to avoid risky circumstances. When making an ethical decision, an organization should consider the importance of an employee’s safety since someone’s life is significant than anything else (Bridge & Dodds, 2018). However, I believe he was compelled to make the second decision of keeping Intel operational after the attack because his retroactive prudence created a notion that it was safe for the company to be opened since nothing happened during the initial attack.
Given that Dov Frohman is Intel’s general manager, he should have been the one to make the ultimate decision since he was in the area where the attack was to happen. The executives at Intel corporate headquarters are not supposed since they do not know the environments situation.

Moreover, letting them make the decision will be a prolonged method and ineffective since the directors were not in the vicinity. However, he ought to take the executives’ ideas into deliberation before concluding his decision.
If I was in Frohman’s situation, finding enough information and proof regarding the attack will be a top priority. I would involve a few managers to assist with the dismissal of options and solutions and then evaluate the dynamics and the possible aftermath of the attack. Moreover, the safety of my workers and family is more important than a business during such an attack. Notably, Frohman’s compromise was great and I believe I would choose his first decision after the first attack then shut down the operation and let my employees be with their family especially during this risky times.
Reference
Bridge, J., & Dodds, J. C. (2018). Managerial decision making. Routledge.