The assumption behind brainstorming is that the group dynamic stimulates thinking - one person's ideas, no matter how outrageous, can generate ideas from the others in the group. One of the best known methods for developing alternatives is through brainstorming, where a group works together to generate ideas and alternative solutions. Thus, a manager should think through and investigate several alternative solutions to a single problem before making a quick decision. However, successful problem solving requires thorough examination of the challenge, and a quick answer may not result in a permanent solution. Time pressures frequently cause a manager to move forward after considering only the first or most obvious answers. So, they must choose to satisfice - to make the best decision possible with the information, resources, and time available. For example, they may lack the proper budget or may not have the most accurate information or any extra time. Realistically, managers operate in an environment that normally doesn't provide ideal resources. To do so, managers need to have the ideal resources - information, time, personnel, equipment, and supplies - and identify any limiting factors. A successful manager doesn't just attack symptoms he works to uncover the factors that cause these symptoms.Īll managers want to make the best decisions. (See Table for some examples of symptoms.) These symptoms all indicate that something is wrong with an organization, but they don't identify root causes. The most obviously troubling situations found in an organization can usually be identified as symptoms of underlying problems. One way that a manager can help determine the true problem in a situation is by identifying the problem separately from its symptoms. The accurate definition of the problem affects all the steps that follow if the problem is inaccurately defined, every step in the decision‐making process will be based on an incorrect starting point. The decision‐making process begins when a manager identifies the real problem. The decision‐making process involves the following steps:ħ.Establish a control and evaluation system. The entire decision‐making process is dependent upon the right information being available to the right people at the right times. In other situations, the process can drag on for weeks or even months. Sometimes the decision‐making process is extremely short, and mental reflection is essentially instantaneous. Decision making and problem solving are ongoing processes of evaluating situations or problems, considering alternatives, making choices, and following them up with the necessary actions. Managers are constantly called upon to make decisions in order to solve problems. The effectiveness and quality of those decisions determine how successful a manager will be. A manager plans, organizes, staffs, leads, and controls her team by executing decisions. Quite literally, organizations operate by people making decisions. Personal Challenges for Global Managers.World‐Class Quality: ISO 9000 Certification. Productivity and Total Quality Management.Effective Organizational Control Systems.Five Approaches to Organizational Design.Factors Affecting Organizational Design.Decision Making with Quantitative Tools.Conditions that Influence Decison Making.Introduction to Managerial Environments.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |