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What does strengths mean
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There is always a problem in an organization that must be resolved. There are many different types of decision making processes that an organization can use to help resolve these problems. This paper will examine some of the different types of decision making processes with examples from four organizations. This includes the decision making processes strengths and weaknesses, as well as comparing and contrasting them with each other. This paper will also describe how a problem can best be identified and described to stakeholders in a manner that is sensitive to their perspectives.
All of the different organizations and their decision making processes vary tremendously. The Stanford Hospital payroll and the store manager in a retail store seem to approach things in a similar manner because everything has to be outlined, analyzed, worked on, re-worked, and finalized before it can be completed. The YMCA decision making process is also similar in that the problem can easily be identified and then a course of action can be determined. By examining all the aspects and taking into account what is needed, why the decision has to be a certain way, or what is expected from the results, all three of these organizations can make decisions which will be successful and also easily changeable if the need arises. The Navy’s decision making process seems more involved than the others because it is a constant series of questioning, answering, and questioning the situation again until a final cause and result can be determined. Instead of being very structured in the planning such as with the other organizations, decision making has to be worked out in a more complicated manner. This is good because there is a high chance of success after the decision is made and alterations may not be required as is the case in some of the other decision making processes. Overall it depends on the situation and what exactly the organization has as far as expectations, time constraints, and resources as to how they can analyze and deal with a situation.
Each problem formulation and identification style has its own strengths and weaknesses. The benefit of the why-why diagram and the root cause analysis is that it uses all of the strengths of the team to arrive at a favorable solution. “Every answer turns into another question, and the exercise continues until the team cannot reasonably ask why anymore” (Nelson, 2003).
Too many instances of leaders just agreeing with staff recommendations and taking a far too conservative approach in their decision making has affected many units because many times decisions and actions are approached way too late. This article shows that objectively assess the information presented and making an effective decision within a reasonable timeframe would increase the effectiveness of each decision.
Compare and Contrast the Army Problem Solving Model (Process) with the Rapid Decision Making and Synchronization Process.
Compare and Contrast the Army Problem Solving Model (Process) with the Rapid Decision making and Synchronization Process. (C100)
It is that simpler explanations are more likely the better choice than complicated drawn out explanations. The simpler something is the easier it is follow and there is less room for mistakes. Complicated explanations are more likely to make errors in them. This of course is when both theories explain the data or situation equally well. For example if you walk into the kitchen and the cat food has been knocked over and split all over the floor you would have to evaluate the different explanations. If your in-between two explanations that are the cat jumped on the counter and knocked it over or the dog unlocked its kennel pushed a chair over to the counter and then jumped on the counter, this tool says to go with the first option. Both explanations are reasonable and would explain what happened but the first less
In order to address the above components, five decision making steps have to be put in place, these are; being attentive, being intelligent, being reasonable, being responsible, and being reflective. The first step, being attentive, involves evaluating the whole situation and coming up with the data and information about the problem at hand. In so doing the following questions are viewed; what facts to bear in mind, what direction to take so as to get the expected solution, and what is the main issue to work on. In the second step, being intelligent, the information is clearly studied to determine whether the collected data is revealing the correct details concerning the problem. Determine the stakeholde...
Delegating leadership responsibilities to in-groups poses a challenge of building a strong structure with a clear understanding of procedure. On the other side, if the leader cuts followers out of the decision making process, the newly formed relationships will suffer. The Normative Decision Model offers a recommendation for the ways leaders “adjust their decision style depending on the degree to which the quality of the decision is important and the likelihood that employees will accept the decision (Nahavandi, 2015).” An easy first step for leaders is to understand how many people will be effected by the decision (Nahavandi, 2015). Does it only concern an individual or is the whole group going to be impacted? Using the decision tree on page 76 of Nahavandi’s The Art and Science of Leadership (2015), leaders can effectively identify the appropriate decision style needed. A leader must adopt an autocratic style when the quality of the decision is not significant, when employees disagree, and when the employees don’t see eye to eye with the organizations goals (Nahavandi, 2015). While a consultative style is necessary when the employees will hold the responsibility of implementation; especially when employees agree with the overall goals of the organization (Nahavandi, 2015). Finally, “group oriented decision style should be used when the leader does not have all the information, and
Leaders today need to have an appreciation for the operation process, understand a situation, envision a desired future, and to lay out an approach that will achieve that future (Flynn & Schrankel, 2013). Plans need to be created that can be modified to changes in any factors considered. However, plans should not be dependent on specific information being precise or that require things to go exactly according to schedule. Instead, the staff NCO should be flexible where they can and always be prepared for the unexpected. Today’s military members are fighting an unconventional war in Iraq and Afghanistan. The enemy constantly changes their tactics, techniques, and procedures (TTP’s) to counter the United States technological advances, making planning very difficult for leaders. There are multiple tools at a staff NCO’s disposal to try to anticipate an outcome of a current operation, but also assist with the development of concepts in follow-on missions. The Military Decision Making Process (MDMP) is just one tool a staff NCO can utilize. In order to stay ahead of the enemy, create effective plans and orders, it is critical for a staff NCO to assist the commander, and understand that the MDMP and planning are essential in defeating the enemy and conserving the fighting force.
Toyota’s decision making structure is largely focused on management, despite the fact that the company operates in a highly dynamic and uncertain global environment. Toyota’s decision making proces...
Kaoru Ishikawa was a very influential man in quality management. Ishikawa began his career as a professor at a Japanese University. He lived from 1915 until his death in 1989. Although Ishikawa made many contributions to quality management, he is best known for his cause and effect diagram, known as the “fishbone diagram”. ("Kaoru Ishikawa: the," 2009) The significance of the fishbone diagram is that it is a simple graphical method for presenting a chain of causes and effects and for sorting out causes and organizing relationships between variables. (Evans & Lindsay, 2008)
Some decisions prove to be vital and any miscalculation that may be involved may prove dire for the individual or the organization. In identifying the criterion to use while evaluating different decisions, many factors pertaining the structure should be considered. The pros and cons of every decision made should be evaluated to ensure that the option chosen has the most positive effect on the individual and the organization. Some of the activities that may require keen decision making include project development, finance and operations. With the knowledge attained it will be easier to cope with tough decisions that may come up in my career. Decision making models may be generated to give an in depth view to the problem and also provide critical analysis ability. It is also vital noting that for those in managerial positions, they face a bigger task in decision making. A good understanding of the business function and structure will provide an in depth knowhow to those that have studied the
Thinking critically and making decisions are important parts of today’s business environment. It is important to understand how the decision making process works and the steps involved. The nine steps of the decision making process are: identifying the problem, defining criteria, setting goals and objectives, evaluating the effect of the problem, identifying the causes of the problem, framing alternatives, evaluating impacts of the alternatives, making the decision, implementing the decision, and measuring the impacts. (Decision, 2007.) By using various methods and tools to assist in making important business decisions an individual can ensure the decisions they make will be as successful as possible. In this paper it will be examined how the decision making process can be followed using various tools and techniques to make successful business decisions by using these same tools and techniques during a thinking critically business scenario. The paper will also discuss how different tools and techniques could have been used to make different, yet still successful decisions.
.... (2013). Reasoning in organization science. (Vol. 38, p. 71). Academy of Management. Retrieved from http://ehis.ebscohost.com.proxy-campuslibrary.ashford.edu/eds/pdfviewer/pdfviewer?sid=5f58c817-3cfd-4d0b-9789-be2b02966b60@sessionmgr115&vid=2&hid=4103
One of the most important topics or factors in any group/team is decision making. The decision-making process will have a direct impact on the outcome of a project, the way a team works operates, and so much more. This is usually not an easy process, because decisions that need to be made are often complex, and have multiple factors involved. When making decisions, it is best to try to make the most informed decision possible, as we all know the risks of going blind into a decision or situation. If teams take the time to learn more about the decision-making process, they will find it easier to make smarter decisions.
Making decisions is an important part of our everyday life. Decisions define actions and lead to the achievement of goals. However, these depend on the effectiveness of the decision-making process. An effective decision is free from biases, uncertainties, and is deeply dependent on information and critical thinking. Poor decisions lead to the inability to achieve set objectives and could lead to losses, if finance is a factor. Therefore, it is important to contemplate about quality and ways to achieve it in decision-making, which is the focus of this paper. The purpose is to look into the needs of decision-making, including what one should do and what one should not do.
The decision-making process in business is an important part of a company’s success. Making the right decision relies on using the attributes of critical thinking. The following will show the relationship between decision making and critical thinking and how one company uses critical thinking in its decision making everyday to maintain the company’s health and customer satisfaction.