Business / Application Of Decision Making Technique
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Autor: anton 04 November 2010
Words: 703 | Pages: 3
Considering the fact that managers deal in not only action but in fast action, adopting a â€œquick actionâ€ methodology can help to improve the speed at which managers can dispatch items. Speed is the very essence of the quick action method. Another benefit and characteristic of this method allows for a central, single person to be in a position to make decisions. By definition, quick action involves one person pulling the trigger and making the unilateral decision. This also provides a caveat; the manager using the quick action methodology is also in the position to defend the decision.
This method is also based on the necessity to make decisions based on â€œonly a few salient dimensions to decide and examine alternativesâ€. There are advantages to this method, as well as some disadvantages. Advantages include they make much lighter cognitive demands on the decision maker, they give visible evidence that attention is being given to the problem and they serve notice to other parties that may be interested to know the problem is being given attention. Disadvantages to snap decisions can be disastrous. Corners cut in researching the issue(s) can sometimes prove later to be the very heart of the matter.
Quick Action-Methods Used
When managers are faced with a problem that needs to be dealt with as quickly as possible, one of tools that they can use is the Quick Action method for problem solving. This method revolves around action first strategies, so that a solution can be implemented as quickly as possible. Before a manager can jump into action he/she needs to make sure that the problem being addressees is truly an emergency and what priority it will take. After the urgency of the situation has been established then the first method a manager must use is a search for all relevant data that pertains to the problem. Next, the manager should step back and take a look at what their interest in the situation are, in an attempt at keeping their biases out of the solution. One way to accomplish this is by using relievable and prevents contacts that can be used for information. Next, the manager needs to narrow the problem down to the most visible one and real problem. In the next step the manager should notify all involved parties to get their input and feed back on the situation. After all parties have been notified the problem needs to be dissected in its smallest components for easier pin pointing of the problem. The manager needs to stay involved and delegate all critical steps personally. When a solution has been found a limited implementation should be done, this step could show problems that need to be eliminated much larger problems latter on. At the same time alternative methods should be brainstormed incase the implementation approach fails. Finally, follow through with a corrective action procedure to make sure that what caused the crisis in the first place is corrected.
Quick Action-Methods Resources
The Quick Action method emphasizes a single decision-maker; consequently the elected manager is held responsible for the decision. They also assume ownership of all questions raised, wholeheartedly defending the decision. For this particular case, the HR Manager assumed the role of decision-maker as the HR department is typically held responsible for the loss in productivity when new hires are without communication tools.
In order to make the best possible decision, the HR manager required input from others that are directly impacted. To act quickly, separate discussions were held with key stakeholders from the IS, HR, and Administration departments. By taking this course the essential input was received without the delays associated to project teams, and meetings.
A unilateral decision was taken by the HR Manager, which did include input from stakeholders. The resulting decision called for a complete overhaul of the workflow and related procedures used during the induction of new hires. The HR department is charged with leading the effort (change agent), with procedural input coming from the IS and Administration departments. An aggressive, but achievable timeline was set with recurring reviews held between the HR manager, and the change agent.
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