American Public University System Problem Solving and Decision Making Questions

User Generated

XW23

Business Finance

American Public University System

Description

250-350 words… no cover page needed. Just a discussion post. These four questions need answering but not in great detail.

  • How does an ethical approach encourage problem solving skills in the workforce?
  • What role does HR play in fostering this type of culture?
  • How can the HR department partner with managers in their effort to improve the decision-making performance of a department’s team?
  • What roles do problem solving and decision-making play in strategy formulation?

References to use (please make sure that this discussion post if not heavily cited):

Mirahmadi, S., Rashidi, H., Kianian, N., & Pooralian, R. (2014). STUDY THE ROLE OF MANAGERS’ DECISION-MAKING IN IMPROVING THE PERFORMANCE OF HUMAN SOURCE. Kuwait Chapter of the Arabian Journal of Business and Management Review, 3(10A), 19–27. https://doi.org/10.12816/0018652

BusinessBalls. (n.d.). Decision-Making and Problem-Solving. Retrieved from https://www.businessballs.com/problem-solving-and-decision-making/decision-making-and-problem-solving/.


Unformatted Attachment Preview

Kuwait Chapter of Arabian Journal of Business and Management Review Vol. 3, No.10(a); June. 2014 STUDY THE ROLE OF MANAGERS’ DECISION-MAKING IN IMPROVING THE PERFORMANCE OF HUMAN SOURCE 1 Sayyed Mahmoud Mirahmadi1, Hassan Rashidi2, Narges kianian3, Robabeh PoorAlian4 MA of executive management of Tehran West center of payam e noor, Tehran, IRAN 2 Executive management MA student of Qeshm international center of payam e noor, Qeshm,IRAN 3 Executive management MA student of Tehran West center of payam e noor, Tehran, IRAN 4 Executive management MA student of Karaj center of payam e noor , Karaj, IRAN Abstract In the past, participation of the teams or study boards seemed adequate for solving the problems and accepting some role in decision-making responsibilities. But today the success of the organizations depends on the ability of their internal teams and solving the complex problems. The teams are asked to decide about all their work aspects and solve the problems. Teams, depending on the final outcome in solving the problem or decision-making, should use the special process. For improving the quality of the decision-makings, problem solving process and widespread decision-making, there are many steps including problem definition, decision making for the required process, gathering the information, decision-making for one of the guidelines, completing and presenting the action map, evaluating and processing it and finally registering and involving the others. But the teams aren’t obliged to apply all the mentioned tools, steps or methods, but after learning the new methods for treating the problems, they can use more steps for improving the decision-making process. The aim of the present survey is to study the role of managers’ decision-making in improving the performance of human resource. It is concluded that the managers’ decision-making plays an important role in improving the performance of human resource. Keywords: decision-making, Managers, Human resource, Performance, Improvement. 1. Introduction Facing the problem, people make different decisions. Everyone, with regarding to knowledge, experiences and situation analysis, makes a decision which may be labeled as “incorrect decision” by the others. Recognizing the factors playing roles in shaping and making a decision is very important for the scholars of organization and management areas. Fulfilling the mission of the organizations, ie facing the various problems, solving them and applying the best one for attaining the aims, is so important. Then, one of the most important actions of the managers is “decisionmaking”. When the managers are present in various layers of the organization, decision making for solving the present problems and progressing the affairs, is occurred in all levels of the organizations. Based on this, scientific of the organization and management pay special attention to decision -making. So that some scholars think that decisions, in any kind or volume, shape the organizations and then the organization is considered as the centre for decision-making [1]. Experts of management consider two decision-making methods as common in the managers: Rational decision making and Intuition decision making. Rational decision making means profiting from the rational methods in decision making. In the other word, in the rational decision making, logic, reasoning and five senses are used. Then, rational decision making is the result of rational analyzing the available information. Intuition decision making means decision maker makes his/her decision based on analyzing the solutions and measuring them through the available criteria and values [2]. 19 Kuwait Chapter of Arabian Journal of Business and Management Review Vol. 3, No.10(a); June. 2014 This type of decision making doesn’t obey any special manner or rule. Evolved form of this decision making can be found in the people who can find some facts beyond the normal frameworks with regarding to spiritual elevation. 2.Theoretical bases of the investigation 2.1. Decision making All decision making discussions can not be explained in this survey but the most important ones are : definitions, relationship between the management and decision making, types of decision making, decision making patterns, decision making process, decision making elements, methods of decision making, and the relationship between the decision making and various science and values which will be discussed in the following. 2.2 Learning and success of the organization All organizations try to solve their problems and correct decision making, but what is important is using that knowledge for improvement and this doesn’t depend on the pattern applied for solving the problems. Organizations which easily solve their problems and their decision making is without problems are those who are constantly remain competitive and rapidly response the needs of the organization. What these organizations need is only some practice and though along with finding a way for sharing the learning all around the organization. If different activities of the management are considered, it will be observed that decision making is the essence of all these activities. Decision making is an inseparable part of management and is seen somewhere in all management tasks. In determining the career of the organization, compiling the goals, designing the organization, selecting, evaluating and all functions and activities of management, decision making is a basic and fundamental element. Manager always faces the cases in which should decide, the quality of these decisions determines the extent of success and fulfilling the aims of the organization. 2.3. Manager and effective and success full management Manager is a person who take the responsibility of one or more people in the organization. In fact, managers and employees are valuable and important resources which play major role in producing the services and goods an in a wider concept in the economy efficiency along with the other resources of the organization including information, technology, raw material, etc. Effective and successful management is the one which attains at the organizational aims and can play the better role than a successful manager having least acceptable result and can apply 80-90% of the ability of the people. 2.4.Management levels As the organizations become more widespread and complex, an order of supervisors, subordinates and managers is formed which usually are seen in three management levels: 1. Operational level 2. medium level 3. super managers As we move toward the higher level of the pyramid, the number of the people in each level is decreased and the number of the managers is increased, meaning less people are in the lower level of the organization. Low level managers are busy people and arrange short time operational plans. They spend more their time with their subordinates, deal with the instant affairs and are in the medium ring of the medial managers. They interpret the policies and the orders of the super managers and spend their time on analyzing the data to prepare the information for decision 20 Kuwait Chapter of Arabian Journal of Business and Management Review Vol. 3, No.10(a); June. 2014 making. these managers have less scientific activity and more mental and boring activities and perform the middle term planning. But super managers who are responsible for all organization, are also called central managers. Director general of boards of directors and president are among them. The task of the managers in this rate is to provide the support for all organization and its survival for the personnel, shareholders, etc [3]. In management literature, main tasks of the managers include planning, organizing, directing, monitoring and control. Decision making is the basis of their tasks and its importance has been considered to the extent that some equate management with decision making. What more than the others guarantees the success of the decision is access to the information and also its comprehensiveness, validity and accuracy. As final planners and decision makers in the economical institutions, managers are the most important users of the information who can make the institutes successful relying on the data and its correct application. It should be considered that collecting and storing the information is very important issue but what more important one is proper use of them. Because the purpose of providing the data is their timely application. Otherwise, manager faces a series of information and supervise the activities and decision making rather than affect them. Then equipping the organization with a confident and dynamic system has become a necessity of our age, improving the ability of the management to make required decision about planning, organizing and control [4]. Growth, success and failure of the organizations are results of the decisions of their managers. In an organizations, managers are decision makers and the quality of these decisions determines the success of the organization in attaining the organizational aims. Although the strategic decisions are determinant for the organization, but the managers should decide about the other dimensions of the organization like structure, control systems, reaction to the environmental changes and allocation of the human resources. Without decision making mechanism, organization will be collapsed and transforms into a series of individuals who follow their own aims. Decision as a starting point, has critical importance in recognizing the organizational processes. Since decision making forms the basic essence of the management, correct and effective performance of the management totally depends on it. Then, decision making discussion is considered as a valuable and important discussion. Resource allocation, relationship network, formal and informal relationships and attaining at the organizational aims are controlled by decision making mechanisms. Then, decision making is a key to understanding the organizational complexes and management functions. Decision are always made for attaining the aims and with regard to the available resources and determine the type of the aims and the manner of their attainment. Then, decision making in a mechanism which encompasses all the activities of the organization and in fact, affect all its members. the principle of the management is decision making, because the manager performs all her/his tasks through it and if we consider aim-determining, policy-masking, strategy determination, laws determination, regulations and manner of the work, selection and employment of human force, determination the tasks and the responsibilities of the bosses and also supervising and controlling their performances the tasks of the managers, prerequisite of all these cases is decision making [5]. Decisions of the manager represent the aims of the organization and reflect them. 1. Manager’s decisions define the rational behavior and also the criteria for measuring the rational behavior for the employee. 2. Manager’s decisions determine the expected performance of the individuals in different organizational jobs. 3. Manager decides what information, quantitatively and qualitatively, should be available for the employer. 21 Kuwait Chapter of Arabian Journal of Business and Management Review Vol. 3, No.10(a); June. 2014 3. Method This research has been done based on content analysis. In this method, first the concepts hidden in the content of the data are subtracted and then each one is analyzed based on the intended characteristics. Today, in addition to university studies, this technology has found widespread application in such area as legal research, criminology, and political analyses. Descriptive research, as its name shows, is real and regular description of different events and subjects. It should be noted that in this method no assumption is made [6]. Researcher rationally relates the details about his/her research to the general related arguments and concludes [7]. Winner of America year book about decision analysis in 1994, Ralph Keeney states: in the today complex world known as rapid change age, two knowledge are important. First future investigating knowledge known as target recognition knowledge and second decision making knowledge treating with way finding and its derivatives sensitive category. It is knowledge which results in efficiency of a society. It is important to create a meaningful future and consider it as our target in national development. But more important is to find the ways which can turn this future into reality [8]. 4. Decision making process Decision making is the essence of management. In general, decision making can include 6 following steps: first step includes determining the problem encountered in attaining at the purpose. In this step, it should be tried to know and correctly define the real and major problem. Second step includes finding the possible solutions for the mentioned problem. Finding the solution in regard to scientific and practical experiences of the manager is done in decision making. Third step includes choosing the criterion for measuring and evaluating the possible solutions. For the solutions be measured in relation to each other, they should be studied through the criteria. Fourth step includes determining the results obtained from the possible solutions based on the selected criteria. Fifth step includes evaluating the solutions through study their results. Each solution is rated and compared with the other solutions regarding to its results for the organization. Sixth step includes choosing a way among the different ones and presenting the decision statement which is automatically established at the end of preferences evaluation and determination and the solution having the best result is the selected one. Steps of rational decision making includes: identify the statute of the problem, create the alternative, evaluation and selection, and following up and implementation. First step: identify the problem includes three major actions: define it, identify the targets of decision and distinguish the causes of the problem. Correct defining and recognizing the problem help the managers in attaining the organizational aims and avoiding slips in decision making. After recognizing the problem, manager should decide what sections and problem the bosses must involve and what sections should be given over the organizations and hierarchy levels. Then more the decision making reference be to the original cause of the problem, better the problem is cleared. After comprehending the problem, identifying the problem is considered. More the managers attain at the organizational aims, better they can solve the problem. Direction identification and determining the competencies are also the criteria for proposing and evaluating the alternatives. In the condition identification step, cause recognition is done. Despite the effects of the problem, its causes are less cleared and the manager should intelligently detect them. Manager can terminate this step through making assumption about causes and using the mental power of the group and such methods as “fish bone “ . Second step: creating the alternative: one of the guidelines of the human’s mind is to grasp the first alternative as the final one. This error is also occurred about choosing the solutions. In this step, it should be tried to produce as more alternative as possible and quantity be superior than quality. Third step: evaluation and selection: evaluating the alternatives begins with regard to predetermined aims and the power of the organizations. Some alternatives are so good but the 22 Kuwait Chapter of Arabian Journal of Business and Management Review Vol. 3, No.10(a); June. 2014 organizations don’t have the power to implementing them. Others don’t have any significant effect on problem solving. Some don’t have much weight and preference. Based on the indices and criteria and considering the power of the organization, alternatives having high preference are listed. Finally the alternative having first preference will be chosen. Fourth step: by choosing the best option, problem and decision making process aren’t terminated, because the problem may not be originally known. Then, the solutions help eliminating the challenge rather than basically solving the problem. After implementing through filtering and controlling, feedbacks of the decision will be analyzed and if necessary, made decision will be revised [9]. Decision making process is shown in fig.(1). Diagram 1. Decision making process[10] What decision should be made? Detect and identifying the problem What solutions do the problem have? Analysis What are positive and negative opinions? Evaluating different solutions Analyzing the solution determine a solution What action should be done? Implementing the decision 5.Elements of decision making There are four elements in decision making: 1. Decision maker: individual or social system that decides about a special subject. 2. Principles and bases: value framework, attention at the content and the structure of decision maker’s principles. 3. Identify the subject: identify the essence of the subject and past and present state of the decided subject. 4. Decision making process: determining the target, analyzing the problem, determining the solution, evaluating the solutions, choosing a solution, implementing the decision and evaluating the decision. 6.Decision making framework Simon (1960) proposed a model for decision making process which had three steps: understand and identification, design and selection. Based on this model, a method for planning and decision making was presented as the following [11]. First step: identification The major question in this section is whether a problem exists or is there a chance for improving the existing condition? This phase includes careful studying the area for identifying the problems decision making is necessary for them. Second step: design What are the available guidelines for solving the problem? This step includes creating, extending and analyzing the available solutions for solving the problems. This step also includes comprehending the problem, applying the planning models which create various solutions and also measuring the possibility and efficiency of these guidelines. Third step: selection 23 Kuwait Chapter of Arabian Journal of Business and Management Review Vol. 3, No.10(a); June. 2014 Which presented guidelines is the most useful? In this step, the most suitable presented guideline is chosen. But in another framework named decision framework, multi local criteria are explained. Multi local criteria also obeys general decision making framework. The presented framework for this process is shown in Diagram2. the aim of the identification phase is to explain and understand the behavior of the system and evaluating the present condition. The aim of design phase is to formulate the aims and model and finally selection phase includes producing the options, evaluation, decision making and result display [12]. Diagram.2. multi local criteria decision making framework[12] defining the problem Bonds Identification phase evaluation criteria Alternative decision matrix Decision maker’s preferences Sensitivity analysis Design phase Decision making laws Selection phase Suggestions 7. Evolutional course of decision making concept The considered evolutional course of decision making is shown in Table.1 Table.1 .Evolutional course of decision making Expert Decision making definition Dehkhoda, vol.15:732 Means managing and intention to manage Asemipoor, :132 Choose a solution among the different solutions 24 Kuwait Chapter of Arabian Journal of Business and Management Review Vol. 3, No.10(a); June. 2014 Jonbozorgi2 2006 Alagheband 2005 Asgharpoor, 1986:21 Fazeli 1992 Decision making can be defined through the manner of action and movement in a special route which has been chosen among the various methods for attaining a desirable aim Decision making provides a framework for the performance of the personnel, then it plays an important role in management, so that Simon equates decision making with management and believes that organizational activity and behavior is a complex network of decision making process. Decision making is the result and final of each process. In this process, available information is analyzed and the best and intended solution is obtained through their proper combination. However, end of another process. In the other word, each decision may result in starting the other decisioin(s). Islamic approach is based on the man’s option and authority and rationality . In the other word, Islamic leadership and management isn’t only based on the ordinary rational (brain), but is based on superior though than normal man’s thoughts. Policy making and decision making in Islamic system are resulted from Islamic rules according to life realities and super and evolved life of the man. 8. Decision making patterns Different methods and patterns are used in rational decision making theory in order to present the best and most logical solution. Logical pattern in decision making theory is classic orientation. This pattern makes the field for numerical principles in economy, mathematic and statistic. In the closed environment, this pattern operates with definite variables. Then, for planning decision makings, finding creation is applied [13]. This pattern is given in Table.2. The manners of decision making patterns are: a) Decision making tree method: decision making tree is a step in which the intended problem moves from the general to the special like the truck and then by explaining the major problem attains at analysis through the sequential steps. b) Desirability pattern: when we face the factors in the selections which access to one of them results in deprivation from the other, this pattern is implemented for attaining the desirable or optimum level . c) Satisfactory pattern: this pattern is an attempt to realize the decision making manner and avoiding impossible (non-practical) idealization. In this pattern, decision maker tries to find the desirable solution with regard to the existing condition. d) Recycle bin pattern: this pattern isn’t consistent with pre-assumption of rational decision making pattern. Also, the guidelines for their establishment are identifiable in advance and are evaluated based on seemingly proper criteria. Instead, it proposes that decision making shows an area in which the members of the organization play their role with regarding to their contrasts and differences. Decision making tree pattern Moves from the general to special like the truck of the tree Table.2. some patterns of decision making Desirability pattern Satisfactory pattern Recycle bin pattern We face the factors Realize the manner of Random events and which access to one decision making and the events which of them results in avoiding non- interact each other 25 Kuwait Chapter of Arabian Journal of Business and Management Review Vol. 3, No.10(a); June. 2014 and attaining at the solution and results through explaining the problem and analysis. deprivation from the practical idealization and result in solving other. of rational decision some problems. making process. 9. Types of decision making Types of management decision makings can be classified as emergency, strategic and operational, they are summarized in Table.3. Ordinary decisions form most daily decisions, so that some event are occurred and you perform special actions toward them. Emergency decisions are occurred when the special situation is created and the manager has to decide about it and taking his/her major time. Strategic decision making is about the general purposes, implemental purposes and how they are transformed into the special plans requiring precision and attempt. Operational decision making is high sensitive to such affairs of the personnel as employment and dismissal and should be carefully considered. Table.3. types of decision making[10] Types of decision making Characteristics Ordinary decision making Daily decisions Emergency decisions When a special situation not encountered before is occurred. Strategic decisions Decision making about the general and implemental purposes Operational decision making Issues which have high sensitivity. 10. Relationship between management and decision making Decision making is considered as the soul of management tasks. Most research and studies on decision making are so heavy and the materials and concepts are so presented and studied that for comprehending them, in addition to knowledge about mathematic and statistic, knowledge about different fields including psychology and sociology is also required. Peter Draker and Simon have done many studies on the concept and structure of decision making. From their perspective, management and decision making are synonyms and such tasks as planning, organizing and providing the human force are in fact the same as decision making about the quality of these activities [14]. 11. Decision making and values Man is a complex creator having value and anti-value characteristics. Today, studies on decision making process have recognized and affirmed man’s values as an important factor in decision making in addition to his tendencies, wishes and private goals. Then, man’s values can be defined as a series of the abstract ideals which shape and orientate his thought and action. Therefore, it is clear that manager’s private values always interfere his decisions. The decision is made by man but the custom of the organization and consideration the benefits of various individuals and groups force him to decide in a special framework and in the special manner [14]. 26 Kuwait Chapter of Arabian Journal of Business and Management Review Vol. 3, No.10(a); June. 2014 12.Conclusion Decision making process is started in two different situations. In a situation based on passive management, exercising the internal and external condition results in some problems for the manager and he/she should find a proper solution. In the other situation based on active and interactional management, managers place the decision opportunities at the top of his/her tasks and try to find a fundamental alternative for developing the organization. Some decisions follow rational model. Unfortunately, some resulted from trade-offs, and others are the combination of them. It should be noted that managers believes that their insight isn’t adequate for solving the problem, but consulting, invoking the power of the organizations and applying the decision making techniques provide better and clearer area before the managers. The present study aiming at study the role of manager’s decision making in improving the performance of human force. It is concluded that the role of manager’s decision making is so effective and significant in improving the performance of human force. References [1] Hatch, M.(1997). Organization Theory, United States: Oxford University. [2] Jenning, A & wattam, D.(1998). Decision making, london: clays. [3] Mirabi, H.(2001). Management (principles and strategy), Publications: shahr Ashub, pp.8-13. [4] Fazeli, A & Edalat, A.(2010). Accounting Information system, Journal Auditor, No.51, pp. 120124. [5] Saadat, S.(1997). Human resource Management, Second Edition, Tehran: Publications SMT(samt), IRAN. [6] Nabavi, B(1990). Introduction on research method, Tehran: Tehran Edition, IRAN. [7] Hafez Nia, M.R.(2006). Introduction on Islamic Science Research, Tehran: Publications SMT(samt), IRAN. [8] Kini, R(2002). Value thinking, a way toward creative decision making, Translated by Vahidi Motlagh, V, Institute Cultural Publications Karaneh Science. [9] Rezaeean, A(2000). Behavior resource Management, Tehran: Publications SMT(samt). IRAN. [10] Haller, R(2002). Decision making in work environment, Translated by Ali mardani, S, Tehran.IRAN. [11] Sharifi, M. A. & Rodriguez, E.( 2002). Design and development of a planning support system formulation in water resource rehabilitation, Journal of Hydroinform for policy. [12] Malczewski, J.( 1999),. GIS and Multi Criteria Decision Analysis, John wiley & sons, New York, pp.387. [13] Hazer, M(1998). Decision Making in Management, Management Training Center, Tehran, IRAN. [14] Jan Bozorgi, H(2006). Decision making process in the organization of management and Decision making, No.59. 27 Reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Problem solving and decision-making are important skills for business and life. Problem-solving often involves decision-making, and decision-making is especially important for management and leadership. TABLE OF CONTENTS 1. Decision-making process 2. 'Pros and cons' and 'weighted' decision-making methods 3. Complex problems and decisions - tips Problem solving and decision-making are important skills for business and life. Problem-solving often involves decision-making, and decision-making is especially important for management and leadership. There are processes and techniques to improve decision-making and the quality of decisions. Decision-making is more natural to certain personalities, so these people should focus more on improving the quality of their decisions. People that are less natural decision-makers are often able to make quality assessments, but then need to be more decisive in acting upon the assessments made. Problem-solving and decision-making are closely linked, and each requires creativity in identifying and developing options, for which the brainstorming technique is particularly useful. See also the free SWOT analysis template and examples, and PEST analysis template, which help decision-making and problem-solving. SWOT analysis helps assess the strength of a company, a business proposition or idea; PEST analysis helps to assess the potential and suitability of a market. Good decision-making requires a mixture of skills: creative development and identification of options, clarity of judgement, firmness of decision, and effective implementation. For group problem-solving and decision-making, or when a consensus is required, workshops help, within which you can incorporate these tools and process as appropriate. Here are some useful methods for effective decision-making and problem-solving: First a simple step-by-step process for effective decision-making and problem-solving. See also the decision-making facilitative questions template. And definitely see the ethical decision-making quick guide. Decision-making process 1. Define and clarify the issue - does it warrant action? If so, now? Is the matter urgent, important or both? See the Pareto Principle. 2. Gather all the facts and understand their causes. 3. Think about or brainstorm possible options and solutions. (See brainstorming process) 4. Consider and compare the 'pros and cons' of each option - consult others if necessary or useful - and for bigger complex decisions where there are several options, create a template which enables measurements according to different strategic factors (see SWOT, PEST, Porter). 5. Select the best option - avoid vagueness and weak compromises in trying to please everyone. 6. Explain your decision to those involved and affected and follow up to ensure proper and effective implementation. Decision-making maxims will help to reinforce the above decision-making process whether related to problem-solving or not, for example: "We know what happens to people who stay in the middle of the road. They get run down." (Aneurin Bevan) "In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing." (attributed to Theodore Roosevelt - more maxims on the quotes page) There is often more than one good answer when you are faced with a complex decision. When you've found the best solution you can find, involve others in making it work, and it probably will. (More useful rules, acronyms and training ideas on the acronyms page.) 'Pros and cons' and 'weighted' decision-making methods A simple process for decision-making is to compile a 'weighted' scored, of 'pros and cons' list. Pro means 'for', and con means 'against' - i.e., advantages and disadvantages. For more complex decisions, several options can be assessed against differing significant criteria, or against a single set of important factors. In any case, factors/options can be weighted and scored appropriately. The 'pros and cons' method can be used especially for two-option problem-solving and decision-making issues where implications need to be understood and a decision has to be made in a measured objective sense. Using a 'weighted list' scoring method is especially useful in big organizational or business decisions, especially which involve lots of different strategic considerations (as in SWOT and PEST and Porter's Five Forces concept). In such situations you can assess different options according to a single set of criteria (the most important considerations), or you can allocate weighted/scored criteria differently to each option (examples of templates are below). Some decisions are a simple matter of whether to make a change or not, such as moving, taking a new job, or buying something, selling something, replacing something, etc. Other decisions involve number of options, and are concerned more with how to do something, involving a number of choices. Use the brainstorming process to identify and develop options for decision-making and problem-solving. If involving a group in the process then running a workshop is often a good approach. 1. First you will need a separate sheet for each identified option. 2. On each sheet write clearly the option concerned, and then beneath it the headings 'pros' and 'cons' (or 'advantages' and disadvantages', or simply 'for' and 'against'). Many decisions simply involve the choice of whether to go ahead or not, to change or not; in these cases, you need only one sheet. 3. Then write down as many effects and implications of the particular option that you (and others if appropriate) can think of, placing each in the relevant column. 4. If helpful 'weight' each factor, by giving it a score out of three or five points (e.g., 5 being extremely significant, and 1 being of minor significance). 5. When you have listed all the points you can think of for the option concerned compare the number or total score of the items/effects/factors between the two columns. 6. This will provide a reflection and indication as to the overall attractiveness and benefit of the option concerned. If you have scored each item you will actually be able to arrive at a total score, being the difference between the pros and cons column totals. The bigger the difference between the total pros and total cons then the more attractive the option is. 7. If you have a number of options and have complete a pros and cons sheet for each option, compare the attractiveness - points difference between pros and cons - for each option. The biggest positive difference between pros and cons is the most attractive option. 8. N.B. If you don't like the answer that the decision-making sheet(s) reflect back to you, it means you haven't included all the cons - especially the emotional ones, or you haven't scored the factors consistently, so revisit the sheet(s) concerned. You will find that writing things down in this way will help you to see things more clearly, become more objective and detached, which will help you to make clearer decisions. Using a scoring template also allows for the involvement and contribution of other people, far more objectively, controllably and usefully, than by general discussion without a measurement framework. Examples This first simple example below enables the weighting of the pros and cons of buying a new car to replace an old car. The methodology is easily adapted for more complex decisions, such as in business strategy and consideration of more complex factors (notably found within other tools such in SWOT and PEST and Porter's Five Forces). (The actual scores below are examples and are not suggested weightings of how to make such a decision, which must be your own ideas). Decision-making criteria depend on your own personal situations and preferences. Criteria and weighting will change according to time, situation, etc. Your own mood and feelings can also affect how you assess things, which is additional justification for the need of a measurable and robust method. In bigger strategic business decision-making, it is often beneficial to seek input from others as to factors and weighting scores. In such situations, a template offers a way for people to contribute in a managed structured way. The main template question can be whatever suits your purposes - it can be about timing, where, who, how, and is not necessarily restricted to two columns. The same methodology can be used to compare a series of several options. For more complex situations, especially which entail many more rows and columns, it's sensible to use a spreadsheet. Use whatever scoring method makes good sense to you for your situation. The example shows a low score method, but you can score each item up to 10, or 20 or 100, or an 'A/B/C' or three-star scoring method - whatever works best for you. Should I replace my old car with a new one? pros (for - advantages) score cons (against - disadvantages) score better comfort 3 cost outlay will mean making sacrifices 5 lower fuel costs 3 higher insurance 3 lower servicing costs 4 time and hassle to choose and buy it 2 better for family use 3 disposal or sale of old car 2 better reliability 5 big decisions like this scare and upset me 4 it'll be a load off my mind 2 total 6 pros 20 total 5 cons 16 In the above example, on the basis of the pros and cons and the weighting applied, there seems to be a clear overall quantifiable advantage in the decision to go ahead and buy a new car. Notice that with this decision-making method it's even possible to include 'intangible' emotional issues in the pros and cons comparison, for example 'it'll be a load off my mind', and 'decisions scare and upset me'. A decision-making pros and cons list like this helps remove the emotion which blocks clear thinking and decision-making. It enables objectivity and measurement, rather than reacting from instinct, or avoiding the issue altogether. Objective measurement helps in making a confident decision. The total weighted scores are the main deciding factor rather than the total number of pros and cons, although there is not a scientific 'right' or 'wrong' way to consider the total number of pros and cons compared with the total weighted scores. If the weighted scores are indicating a decision which makes you feel uncomfortable, then check your weightings, and also check that you've not missed out any factors on either side of the table. If the decision makes you feel uncomfortable and this is not reflected in the table, then add it as a factor and give it a score. Seeking feedback or input from a trusted neutral friend can be helpful in confirming your factors and their scores. Template You should be able to cut and paste this template into a text editor or spreadsheet. Add more rows or columns as required. For more complex decisions, especially strategic/organizational, the sub-headings 'pros' and 'cons' should be replaced by the names of the different options. Refer to other tools such as SWOT and PEST and Porter's Five Forces as appropriate. question/decision/option: pros (for - advantages) score cons (against - disadvantages) totals score totals Note: The above methods are similar to - but not the same as - 'Force Field Analysis', an analytical theory developed by psychologist Kurt Lewin (1890-1947), originally to assess factors influencing group behaviour. The Lewin model is typically shown as a simplified diagram, with horizontal arrows alongside each factor pointing to the space between the columns. Explained above is an different and logically developed weighted decision-making method, not Lewin's Force Field Analysis. Here's a three-option template example: This approach enables different criteria to be allocated to each option and weghtred accordingly. strategic decision weighted template (state decision/issue): option 3 score option 3 score option 3 score totals Here's a three option template which enables weighting/scoring across a single set of criteria: strategic decision weighted template (state decision/issue): criteria opt 1 opt 2 opt 3 totals Complex problems and decisions tips For complex decisions and problems involving more than two possible options you can use a template with additional columns, in which case each column represents a different option, and the rows enable scoring according to the different weighted strategic considerations. Or establish a single set of criteria across which to score several different otions. So, in using more than one two columns you can assess options according to: • • differing weighted criteria for each of the options, or a single set of criteria. Choose the method(s) which offer you the easiest approach, given the types of options available, and whether you are involving other people in the process. Where a team of people, or different departments, are involved in the decisionmaking for lots of options/variations within a big complex situation, it can be useful to delegate the formulation of different two-column 'pros and cons' templates to different teams/people, and this can be a powerful aid to subsequent group discussions. This enables options to be eliminated and filtered and a shortlist of fewer options to be estabished. In complex situations the wording of the options is important, for example, if considering the best path for one's own career and work development the options might be: • • • be employed, working for a big company be self-employed, working as a consultant or freelancer from home start a business, with premises and staff A situation like this can be approached by completing three separate pros and cons tables and then comparing the net effects (difference between weighted pros and cons) of each one, or by completing one three-column template, and scoring the main considerations across all three options. Here's an example of a three-option organizational decision: • • • develop a range of industrial cleaning products develop a range of industrial cleaning services develop a network of distributors for industrial cleaning products and services Criteria for weighting/scoring and thereby comparing the above three strategic options might typically include factors such as: • • • • • • • investment/costs required profitability (gross margin, financial contribution, etc) overhead use/demand competitive advantage ease of market access training needs speed, etc, etc In both of the above examples the scoring criteria can be more precisely and relevantly established with the aid of other tools like SWOT and PEST and Porter's Five Forces. Also consider that some decisions and challenges are difficult because you don't have the necessary knowledge or experience, in which case you need first to decide if the decision or challenge is actually appropriate and necessary for you at this stage. If you don't have the necessary knowledge or experience to compile a decisionmaking template, then you are not in a good position to make the decision, and you need to bring in the necessary knowledge and experience. Some decisions have to be made when you are not ready, in which case it is all the more importnat to be as measured as you can be, rather than resort purely to instinct. Other decisions may seem urgent and necessary, but actually - if you probe and challenge the situation - might not actually be necessary at all. Do not be forced into a decision if having considered the implications carefully you decide that it's not the best thing to do. The decision to do nothing is often a perfectly good option. Whatever you do - try to be as objective and measured as you can be, and where it's appropriate or necessary, definitely seek input from others. Well prepared decisions are easier to make and to implement, and generally produce the best results.
Purchase answer to see full attachment
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

Attached.

Running head: PROBLEM-SOLVING AND DECISION-MAKING DISCUSSION

Problem-Solving and Decision-Making Discussion
Student’s Name
Institutional Affiliation

PROBLEM-SOLVING AND DECISION-MAKING DISCUSSION
Problem-Solving and Decision-Making Discussion
Problem-solving and decision-making are critical aspects of various corporate and business
workplaces. Notably, ethical approach encourages problem-solving skills by enabling the
employees to apply wisdom and knowledge to handle various differences and disagreements that
arise. Besides, the ethical behavior helps emplo...


Anonymous
I was struggling with this subject, and this helped me a ton!

Studypool
4.7
Trustpilot
4.5
Sitejabber
4.4

Related Tags