Decision Making Tools For The Future State Of Nature

Delegation of authority is the act of assigning powers or authority to another entity. In this paper, I will summarize a situation where I experienced delegation of authority, and explain how it correlates to the content of Chapter Six, (Bagley & Savage, 2010).

Decisions are something we face constantly every day, whether its choosing what to say, which way to go, or even what your gonna eat. We all make decisions some can be hard and so simple.

Groggy and bleary-eyed, I walk on over to make a very important decision - one with potentially serious ramifications. So many factors play into this decision, yet I have such little time to choose - 5 minutes if I'm lucky. I approach the door and mentally prepare myself. Whew. Here we go...

It is better to be awake then not to be awake because When someone is awake you can have fun you can live a true life. Also when someone is awake they can build a better life to come back to if they freeze again.

The manager on this position should have what is called as personal power. Those people who have personal power are the ones who take charge and make things happen.

Managements at each departments of the rganization have the power of decision making. Employees have the assess to the elected Advisory Board for any question or suggestion.

When an organization is broken down into different areas, supervisors preserve focus on certain goals and tasks, allowing them to delegate responsibilities while still maintaining their authority. An example when managers can delegate something to manage a factor of ethics is when dealing with complaints, regardless of the source, they can task out investigation teams to research the problem and report back all findings to the authorities. Once all facts have been sorted, the resolution can be declared by the proper official for the matter at hand.

Most of us have to make decisions from the time we wake up until the time we go to bed at night. Answering questions like what should I eat for breakfast, can I make that yellow light and should I go to the gym or go out for pizza all require us to make a choice or a decision (Robbins, S.P., Judge, T.A., 2009). At work I am challenged with collaborating with managers and other leaders to make decisions based on scenarios and events that occur in the hospital.

Delegation is one of the most important management skills as it empowers the team member to make decisions. However, the person who delegated the work remains accountable for the outcome of the delegated work.

Delegation is widely acknowledged to be an essential element of effective management (Yukl, G. 1994). Delegation is basically a process of assigning responsibility, sharing authority, and producing accountability in organizations. It is a managerial instrument that allows managers to nurture subordinates to capitalize the subordinate’s potential and ability to meet organizational goals and objectives. As a form of employee involvement in decision-making, delegation describes a category of leader behavior that entails assignment of new responsibilities to subordinates and additional authority to carry them out (Yukl, G. 1998). Managers usually find it easier to speak about delegation of

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.

Decision Making Model. Although I only learned about this a few weeks ago I have already started using it in my everyday life. For example, when I am at school and someone is pressuring me to do something that I know is wrong, I think about the D.A.R.E. Decision Making Model to help me make my decision. First I would define the problem or challenge. Next, I would think about my choices. I would analyze my options on what I could do. Then, I would have to respond and make a choice using the facts and information I have gathered. Finally, I would review my choice, and think about the decision I have made. Did I make the right one? This is how to use the D.A.R.E. Decision Making Model. This has helped me understand many different concepts. Not only has this been useful during D.A.R.E. but also in many other occasions. I have used this at school when I see someone is getting mistreated, or when I am at home using the kitchen and there is something on the stove and I want to make sure I don’t get burned. This is one of the many things I learned in

The ringing of the alarm clock that is placed conveniently beside your bed wakes you. The sound startles your brain into getting out of your warm, cozy bed. It is time to go to school. You must wake up now in order to make it on time. If you are late again, your teacher will probably give you that nasty look of dismissal. What are you going to wear?

The focus of my term paper is the decision making process used by today's top-level managers. Top-level managers, such as Chief Executive Officers (CEOs), Chief Operations Officers (COOs), and Chief Financial Officers (CFOs), must make critical decisions on a daily basis. Their choices and the resulting outcomes affect the company, the employees, and the stakeholders. Due to the high importance of their decisions, the process they use to reach them merits a close examination.

Delegation and empowerment involve authority to complete a task or accomplish a goal; they do not assign or transfer responsibility in any way. Management must always take care to remember they are ultimately responsible for tasks they delegate. As tasks are completed the manager must review the delegated work and ensure that it is complete, done properly, and meets your high standards. If you as the manager are satisfied then recognize those who accomplished the task but if it not acceptable then do not accept the work and do it yourself (Mind Tools, 2007). When managers delegate or empower their staff they must clearly articulate the