In a complex world where decisions are everyday activities in business practice, agile decision making, strategic capability, expertise and organizational governance are needed. Strategic positions in the organization must identify critical processes and guidelines to understand the gap between strategy and execution, as well as create a problem framework. Additionally, executives may be able to handle complex decisions in an uncertain environment. They must adapt to the new environment (flexibility and innovation) while preserving the best interest (cut costs, expand services, increase revenues, improve infrastructure, aggressive corporate culture) with simple rules for all team members (Eisenhardt, 2009). Therefore, organizational behavior is a relevant factor that managers should consider: relationships, collaboration, communication, leadership, power and politics. In this case study, power and politics play a relevant role in creating prejudices, halo effects and influencing the decisions of personalities. Background This case study describes the process of merging two management styles, opposing leadership modes, critical thinking and decision making (generations X vs. Y). Jamie Turner, a thirty-year-old with excellent qualifications (MBA) and extensive experience in marketing, has decided to develop his management skills as vice president of marketing at MLI, Inc. This new job position represents a challenge and a great challenge for Jamie Turner. possibility of obtaining personal and professional satisfaction. Things seemed to be going well until Jamie decided to cut prices as a strategy to increase the company's sales volume. His boss, Pat Cardullo (president of MLI and Triple-S) disagreed with that decision; as a result they continued...... halfway through the paper......stupidly and felt frustrated. Works Cited Barry, M. (2012). Realism, rational action and Humean theory of motivation. Ethical Theory and Moral Practice, 232.233.Carnegie, A. (2014). http://www.brainyquote.com/. Excerpt from Brainy quote: http://www.brainyquote.com/quotes/quotes/a/andrewcarn156208.htmlDessler, C. C. (2014). Orientation and Training. In C. C. Dessler, Human resource management in Canada (pp. 208-214). Pearson. Dessler, C. C. (2014). Changing legal emphasis. In C. C. Dessler, Human Resource Management in Canada (pp. 1-42). Pearson.Eisenhardt, D. S. (2009). Simple rules for a complex world. Harvard Business Review, 69-74.Jane McKenzie, C. V. (2011). Develop organizational decision-making capacity. Journal of Knowledge Management, 403-421. Rosenzweig, P. (2013). What makes the strategic decision different. Harvard Business Review, 89-92.