Table of Contents
Traditional Decision-Making Process 1
Making Rational Decisions 2
Problem Definition-Rational 3
Identify Decision Criteria-Rational 3
Weight the Criteria-Rational 3
Generate the Alternatives-Rational 4
Evaluate the Alternatives-Rational 4
Select the Optimal Solution-Rational 4
Making “Good Enough” Decisions 4
Making Intuitive Decisions 4
Making Creative Decisions 5
Global Decision Making 5
Ethical Decision Making 5
Key Aspects of the Management Process 6
Decision-Making in Today’s Changing World 6
Global Managerial Decision Making 7
Effective Global Manager 7
What It Takes for a Manager to Be Effective in a Global Scope: 8
Decision making plays a central role in management; for some people, management is decision making. However, there are good and bad decision makers in every culture. Good decision makers in every culture are those who learn not only to cope with the ambiguity and uncertainty of reality, but to thrive on it. Historically, managers were able to successfully base their decisions solely on their own experience and their own culture; today such a circumscribed domestic perspective no longer works.
When dealing with a diverse group of employees, guaranteeing the ethicality of organizational behavior will necessitate special effort. This is due to employees with various backgrounds or demographic individualities may differ in their standards of ethics. Males and females appear to have alike standards when judging the ethicality of monetary issues but differ on issues such as the ethicality of breaking organizational behaviors.
Decision making refers to making choices among alternative courses of action—which may also include inaction. While it can be argued that management is decision making, half of the decisions made by managers within organizations ultimately fail. Therefore, increasing effectiveness in decision making is an important part of maximizing your effectiveness at work.
Traditional Decision-Making Process
There are five basic steps in the traditional decision-making process: 1. Problem recognition, 2. Information search, 3. Construction of alternative, 4. Choice, and 5. Implementation (Adler, 2008).
Under problem recognition, there are situation-accepting managers and problem-solving managers. Situation-accepting managers believe that they neither can nor should alter every situation that confronts them. On the other hand, problem-solving managers believe that they both can and should change situations to their own benefit.
Under information search, sensing and intuition are the two primary modes of gathering information. Sensors primarily use their five senses to gather information and facts about a situation. Intuitive people more frequently gather ideas from the past and future in their attempt to understand the situation (Adler, 2008).
Under constructing alternative, based on a culture’s underlying values, the types of...