Informed Decision

Most decisions are made with analysis, but some are judgment calls not susceptible to analysis due to time or information constraints. Please write about a judgment call you’ve made recently that couldn’t be analyzed. It can be a big or small one, but should focus on a business issue. What was the situation, the alternatives you considered and evaluated, and your decision making process? Be sure to explain why you chose the alternative you did relative to others considered.

Information is the key to any organization in the world today; it is what makes an organization successful, accurate and proficient in an increasingly competitive market. Without information a company is powerless, it does not know its customer or understand them,

During the Roosevelt and Kennedy administrations, political science and policymaking had a close relationship. However, this has changed in recent years. However, Samuel Popkin argues that they can still be one in the same. Popkin makes the case that qualities such as character or even a voting record do not actually affect whether the candidate or not will win the Presidency election. In fact, the team surrounding the candidate is a much larger, if not the most import variable in determining his fate in the election. Popkin also speaks of the candidate himself as well as his team saying, “Anyone audacious enough to run must also be agile and resilient, and it is that candidate’s assembled team that determines the level of the candidate’s agility and resilience.”

When people vote for the President of the United States every 4 years, some of the key qualities they look for include strong leadership, strong relations with the public and someone who is able to handle both domestic and international challenges. Ever since our founding fathers wrote the Constitution in the summer of 1787, the American people have looked to the president to lead the public in the right direction and to provide strong leadership in times of crisis and war. Of course, a president’s governing style varies and is usually dependent on the times. For instance, President Bill Clinton was both a “director of change” who led others where they would otherwise not go and a “facilitator of change” who helped others go where they would want to go anyways. As a matter of fact, Clinton was inclined to partake in both of these governing styles, since he initially learned from the painful experience of being the least popular president in the history of polling during his 100 days of office. For this reason, his governing style aimed towards gaining the approval of the public so that he could engage in leadership by facilitation. In particular, this multi-faceted governing style was greatly utilized during his reelection campaign in 1995 and 1996. During those years, Clinton used pollsters to survey voters on various domestic policies that might’ve been of particular interest to them. Once Clinton identified which domestic policies were of highest interest to the voters,

All of the information needed is on the BAE internet. All the standards and process instructions are freely available, for everyone to use.

According to C. Cashmore and R. Lyall (1991), information needs of managers across the organisation can be linked to the decisions they make. They suggest these can be split into two broad categories:

Informed decision-making is an important aspect for working in the government. According to Milakovich and Gordon, provide some examples of how information technology can be used to assist bureaucrats in decision-making?

The presidency occupies a unique position in all systems of government including the American system of government. The formal powers and the constitutional position occupied by the institution of the presidency are at the core of all national and international politics (Alexandrova & Timmermans, 2013). The President can serve as Commander-in-chief, nominate and appoint ambassadors, just to name a few of the powers of office. However, there is another power that is often overlooked by most, the power of agenda setting. The Constitution does not directly state this power, but it is heavily implied. This paper scrutinizes the institution of the presidency in line with agenda-setting literature. The agenda setting process relates to a series of streams, circumstances, or activities within public policy institutions and processes. The agenda setting process has three streams that incorporate the problem stream, the policy stream, and the politics stream. The problem stream relates to potential policy problems that may have different magnitudes attached to them. The policy stream associates with an agglomeration of potential solutions to policy problems (Eshbaugh-Soha, 2010). Additionally, the politics stream links to those policy issues and solutions that

5 Adapted from the Evaluation Service Brief and Tender. Office of the Public Advocate South

Information represents the means by which a state can shape the preferences and decisions of other states. A major concept of information dissemination is the information environment, which

In Kingdon assessment, politics have an important role, because “independently of problem recognition or the development of policy proposals, political events flow along according to their own dynamics and their own rules.”(Kingdon, 1995, pg. 197). He affirms that new administration can change agendas and makes attention to subjects that were not established

George W. Bush prided himself on his decisiveness. Bush’s management style was structured around a desire to preserve the time of the president and produce swift action. Bush’s management style was a product of his past experiences as a former governor of Texas and business executive and his business school education. His life experiences had taught him to delegate and trust the abilities of his immediate subordinates. (Allen & Broder, 2004) Joe Allbaugh, a top aide and 2000 campaign director, described Bush as the “best one-minute manager” and a “fantastic delegator.” (Public Broadcasting Service, 2004) President Bush once described his own decision making style by stating “I’m not a textbook player. I am a gut player.” (Pfiffner 2011, 249) This preference was reflected in the way his White House organized his access to information.

3 1.1. 1.2. 1.2.1. 1.2.2. 1.3. 1.4. Data and information as source of management information ............................................................... 3 Gathering management information and making decisions ................................................................ 4 Environment Scanning ...................................................................................................................... 4 Management Information and Decision Making .............................................................................. 5 Managing Information Systems at DTZ ............................................................................................... 6 Strategic Importance of Information management at DTZ................................................................... 7

Inadequate information, data, and knowledge. For rational decision-making to be accurate, reliable, and complete, information about various aspects of the problem under investigation is necessary. Possible future trends can be estimated with the help of such information. This facilitates rational decision-making. However, adequate and reliable information may not be available at the time of decision-making. As a result, the decisions may become defective or irrational or may prove faulty in the course of time. This is how decisions become irrational.

This report will discuss about the approach to rational decision making process. It discusses how an everyday problem faced by management can be tackled by using