The Decision Making Of An Organization

A department head who does not display qualities of a good leadership is a recipe for disaster. Dealing with someone who is incompetent and takes credit for your job can be frustrating and exhausting at times. There are ways to deal with such situations at work and this paper deals how to manage

The leadership style of the supervisor may determine if they are willing to place decision-making authority in the hands of employees. A supervisor must be willing to give out responsibility and decision-making authority to their employees. The basic decision-making process is not always based on facts, figures, or totals but sometime based on pressures such as time and resources (McConnell, 2015). Supervisors consider it too risky to place decision-making authority in the hands of employees because they have a limited amount of experience making subjective decisions which are not based on facts and figures.

The rational decision-making model describes a series of steps that decision makers should consider if their goal is to maximize the quality of their outcome. In other words, if you want to make sure that you make the best choice, going through the formal steps of the rational decision-making model may make sense. The following are the steps taken to come to a rational decision: 1. Identify the problem, 2. Establish decision criteria, 3. Weigh decision criteria, 4. Generate alternatives, 5. Evaluate the alternative, 6. Choose the best alternative, 7. Implement the decision, 8. Evaluate the decision.

The decision making process includes cognitive processes that eventually lead to a choice in action while taking into consideration the alternative possibilities (Allen, Dorozenko, & Roberts, 2016). Not all choices have to lead to an action. The values and preferences of the person making the choice also comes into play when making the final decision. Problem-solving to obtain a certain goal or satisfactory by a solution is the main reason people go through the decision making process (Stefaniak, & Tracey, 2014). This process has many factors that end with one final result or solution. The decisions made can be rational or irrational and can be determined by explicit or tacit knowledge (Qingyao, Dongyu, & Weihua, 2016). Since the decision making process can be very difficult at time, psychologists have viewed the process in different perspectives to get a better understanding (Rossi, Picchi, Di Stefano, Marongiu, & Scarsini, 2015). The different perspectives include; psychological, cognitive, and normative or communicative rationality.

IKEA, which is a famous furniture company in Swedish has dominated in furnishing market for many years. Its success delis on its strategies in large part. This report is trying to analyze IKEA’s strategies on the basis of related literature.

Rebore (2014) presents another powerful dimension and principle: autonomy in decision making, opportunity for professional growth, and professional status.Blackaby &Blackaby(2011) also highlights the consequences of decision making. Making sound decisions in a timely manner can strengthen a leader. Whereas, bad decisions can cause disruption in the leader’s status among the organization. As they are recognized as essential aspects of good and bad leadership. With ineffective leadership bears mistakes. Being a person that formulates every movement among the eye of public constitutes mistakes that are forgiven once, but not on multiple attempts. Consequently, it provides an opportunity for personal growth and reflection. Blackaby & Blackaby (2011)

Power and influence are extremely essential tools for ensuring decision making and its implementation. Authority alone is not sufficient. Power and influence help implement authority in an effective manner. This makes it an interactive process and we as a team can bring out better efficiencies. It is essential to consider the building of an effective system that can help build a stronger level of confidence among the team members and obtain better co ordination (Avolio, B.J., & Gardner, W.L,

Leadership and authority have been two debated ideas. Leadership is management by persuasion and inspiration, rather than direct or implied coercion. Leadership is an influence process, where a leader influences people toward shared goals, mutual respect, and mobilize others in a positive way (Schafer, 2005, p.231). A leader is an individual who takes the initiative, risk, or assist the group or individual towards goals or a more beneficial place. Within taking the initiative, a leader must have a vision, communication skills, trust, and respect. Over time, studies have shown that is less important who makes the decisions, but how they are made, what they are, and how they are put into place (Walker, 1993, p.230). This paper examines a leader’s role in conflict, decision-making, and problem and providing a rationale through strategies for roles taken by leaders.

The simple act of making decisions is an essential task leaders must perform effectively to succeed. Behavioral theories of leadership focus on how leaders approach a situation and whether they dictate orders or involve others to encourage support. Research into decision-making behavior has identified three broad categories of leaders: autocratic, democratic, and laissez-faire (Changing Minds, 2011). This paper will focus on these behavioral theories of leadership, primarily concentrating on participative leadership.

Making prodigious decisions is an everyday challenge. A great deal of the time, those tough decisions is dependent on who it affects. Thus, when the impact of that decision touches thousands of individuals, the pressure is multiplied beyond measure. Moreover, there are several key factors that a great leader should keep in mind when the decision making time is ready. Firstly, will this pronounced decision compromise the safety of anyone? Secondly, how can the decision made by the leader be communicated throughout the workgroup?

The process of decision making can be easily understood as selecting one course of action over other courses actions available. There are also steps that are involved in making decisions. These steps include: (1) pinpointing the problem; (2) identifying the cause; (3) setting objectives; (4) formulating alternative courses of action; (5) evaluating alternatives against organizational objectives; (6) choosing the best course of action; and (7) implementing and evaluating the decision (Holzer and Schwester 2011). Now while these mentioned steps of making decisions seem extensive they are generally how decisions are made. Also in decision making there are numerous amounts of models that emerge and try to explain how all decisions in administrations are made. With decision making comes actors who implement and enforce the results of these decisions. With regards to the topic intended for this essay, the actor is the American administration and their implementation of policies regarding the recent outbreak of Ebola and how these administrators are enforcing policies with respect to the public. This paper specifically will revolve around Graham Allison’s three decision making models in his book Essence of Decision Making: Explaining Cuban Missile Crisis and the way his models analyze the decision making process. Allison’s three different models will give us different lenses to look at and analyze how the American administration is handling the Ebola situation here in the United

Making a decision is one of the main activities of a leader. Wren and Voich (Wren and Voich, 1994) believe that decision making is mandatory for successful execution of any managerial function.

As individuals, we make decisions throughout the day weighing the cause and effect, cost and benefit, risk and impact of our actions on ourselves and upon others. When taken to a larger scale, as the manager of a team, the CEO of a corporation, or the leader of a nation, the decisions exponentially increase in impact and importance.

As Beech (1990) relates, the essence of decision making is the effort to do the right thing. It has no other purpose. The entire manager tried to come out with the right decision. Each of their interactions is driven by a decision. With this decision, it will determine the destiny of the management and the organization. These decisions communicate a vision that needs to be done by the people in the management. If decision making were simple, evidence would exist of brilliantly run organizations at all levels. It is deceptively difficult because it is risky and demanding

People try to be rational. “It means that economists assume that consumers and firms use all available information as they act to achieve their goals. Rational