| In this installment of our guide to organizational | | | | as wide-ranging, and then can be narrowed down |
| management we look at managerial decision | | | | to fit the scope of the problem. |
| making... | | | | Having identified a set of options and solutions, |
| Effective managers are tasked with making | | | | feedback and suggestions on them, along with |
| decisions ranging from large to small on a daily | | | | alternatives, should be sought from consultations |
| basis. An effective organization employs | | | | with others. For the most part, group decisions |
| managers who are problem-solvers and who can | | | | (particularly where the group contains people who |
| make decisions constantly. | | | | the end decision will affect) are preferable to |
| It is critical to first prioritize issues and problems | | | | those made by individuals as a pool of knowledge, |
| based on the issues potential effect on the | | | | skills and experience can be drawn upon. |
| organization. Those that stand to have the | | | | Tools, techniques and analysis methods (such as: |
| greatest impact should be dealt with first, and all | | | | Pareto Analysis; Paired Comparison Analysis; Grid |
| problems need to be addressed in a systematic | | | | Analysis; PMI; Six Thinking Hats; Starbursting; |
| way prior to a decision being made. | | | | Decision Trees) can then be applied. These are |
| Because a first impression is just that, and does | | | | not conclusive, but they do offer an objective and |
| not necessarily reflect the entire situation, a | | | | somewhat scientific approach to decision making. |
| manager must avoid jumping to conclusions. | | | | Theyre particularly useful when the |
| Collecting information from more than one source | | | | decision-makers judgment is liable to be clouded |
| to avoid bias, and completely assessing all | | | | by being too closely involved with the issue at |
| pertinent (and verifiable) information prior to | | | | hand. |
| rendering a decision is strongly recommended. | | | | Then comes the time to weigh the pros and cons |
| Collecting information in order to obtain a | | | | of a decision. Which option or solution gives most |
| complete understanding of the issue is only the | | | | to the organization whilst taking least from it? |
| first step, however. Once the information is | | | | Few decisions will be as clear cut to hold no |
| available, then it is wise to brainstorm different | | | | drawbacks. Negatives are acceptable though, so |
| solutions and possible options in order to get more | | | | long as the positives sufficiently outweigh them. |
| than one perspective. Such options can start out | | | | |