The Decision-Making Process

Rational decision is a state of being agreeable to reasons. The correct decision is not just reasoned but it is also optimal for solving a problem. Mr Weekes, the operation manager, employed series of analytical steps to review possible outcomes for problems by discussing it with managers to come up withdevise particular courses of action.

1. The four-step model for decision-making; See, Judge, Act, and Evaluate, applies onto the storyline by providing more insightfulness and reflection onto the decisions each character performs. In such cases, Sam uses this method by somewhat agreeing to let his daughter, Lucy, go into the foster care system. This was shown when he later confides and agrees to see Lucy on a limited amount of times each month. Even though at first, he was upset and furious having his only daughter taken away from him, he slowly managed to admit to this term when he recognized Lucy's happiness and safety.

Decision-making in the workforce is a process of responsibilities used by upper management to implement, enforce rules, regulations, and maintain a successful environment. Decision-making implemented more effectively by making a plan, thinking it through, accepting more than one opinion and determining what is best. However, decision-making often utilized more effectively by opening doors of opportunities for a suggestion, question, discussion, and feedback. Although, more involvement helps improve understanding, utilize behavior skills and present opportunities for better communication. Everyday life consists of decision-making, the right decision may not always be applied, but ensure room for improvement and opportunity. Individuals approached decision-making in many different ways. As stated by (Jones, Graham, & Bateman, 2006) decision making is a procedure used to recognize a problem, weigh the alternatives and evaluate a solution in which, certain situations will require different approaches to become effective.

Many times, time and perseverance is the key to the best result possible. But like Gary Collins said “We can try to avoid making choices by doing nothing, but even that is a decision. Therefore, decision making is in us relentlessly whether we want it or not.

I recently needed to make an extremely difficult decision about my marriage, and whether I would leave or stay. After many years of dealing with my husband being an alcoholic and verbally abusive, I weighed the pros and cons, and ultimately had to decide what would be the best outcome for me. I would say after reading this chapter I went with more of a framing decision making process. I had to look at the potential gain and loss of leaving. Ultimately, the potential gain outweighed all of the loss and I decided to leave. Lastly, after reading the chapter, I know the way in which I reached my decision would be the

Rowe and Boulgarides (1992: 16) on the other hand categorized decisions into three: (1) Routine decisions – involves the carrying out and following of an organizations goal, prescribed policies and/or rules; (2) Creative decisions – whereby new or novel approaches are needed to handle more complex problems; and (3) Negotiated decisions – occurring in situations where conflict in goals or approaches to problem solving need to be resolved by involving participants.

With any company the goal is to increase your sales and to decrease your cost at the same time. This can be somewhat of a challenge and can take time to achieve. Our goal was to increase our sales and decrease our production costs. Over the years our sales increased, as our sales increased so did our production costs. The demand was increasing so we improved and increased the amount of product that we made. Over all our net income increased. In year six it was $61,278, year seven was $68,237, year eight was $73,585, and year nine was $90,805. Our expenses fluctuated over the years, but we were consistent in increasing our profit.

First step in decision making process is identifying the problems. As McShane and Von Glinow (2000) stated, a problem can be

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

The assessment and selection of personnel for any organization are crucial steps that should be taken carefully to ensure that the organization has the right human resource capital to fulfill its goals and objectives. From case four of Tanglewood, it emerged that the company has an increasing rate of employee turnover and personnel reorganization is a constant in the company which means that the organization does not have the right human resource management tactics to keep employees satisfied with their jobs and to keep the employee turnover rate low ADDIN EN.CITE Kammeyer-Mueller2009572(Kammeyer-Mueller, 2009)5725726Kammeyer-Mueller, J.Tanglewood casebook2009New York, NYMendota House, Inc.( HYPERLINK l "_ENREF_2" o "Kammeyer-Mueller, 2009 #572" Kammeyer-Mueller, 2009). Consequently, there is more pressure on Tanglewood and its human resource management staff to fill the vacant positions and find the right people for the position. Any decisions made regarding the candidates should be based on the recommended KSAOs for the position and future work behavior of the candidates. Tanglewood should also make steps towards improving the career progression and job satisfaction of employees in order to reduce the staff turnover rate. This is a detailed plan that gives recommendations on the selection decision making for the manager position in Spokane. A selection panel will be developed who will be involved in decision making and developing

company and will be understood by every employee. The first step within the rational model of decision making is to identify the problem or opportunity at hand. This can be anywhere from customer compliments to turnover of staff or mergers that can take place to hiring a new top executive. This stage is all about making improvements and diagnosing them in the proper way. The second step within the rational model of decision making it to think up alternative solutions. This can be either obvious or creative but we will always listen to the insights given from employees due to they are our greatest resource. The third step is to evaluate alternatives and select a solution. There are a set of questions that should be asked and considered

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.

There are six steps typically associated with effective decision processes. These six steps in the Managerial Decision-Making Process are recognition of Decision Requirement, Diagnosis and Analysis of Causes, Development of Alternatives, Selection of Desired Alternative, Implementation of Chosen Alternative and Evaluation and Feedback.(Daft 1995)

* Sample: The sample is limited to a small proportion of working professionals in Western Sydney and may not accurately reflect the population of working professionals.

Decision making can be described as a process of making a decision or decisions, based on choices made amongst two or more competing course of actions. The ‘Decision making’ also requires making a define choice between two or more alternatives course of actions that are available.