What Is Rational And Perceptual Approaches Is Critical For Effective Management?

Managers within organizations are faced with the challenges daily of making excellent decisions. In everyday life we are challenged in making sound decision, decision that will last for a life time. Folk often wonder after making a decision if it was the right choice, will it affect the people around me, was this a good choice for my family, and will the decision affect them. In order to be an effective manager you have to possess the skill of outstanding decision making skills. In order for one to be successful within their personal life they may also need to possess an understanding of effective decision making. The decision- making process should be one that makes a positive change. Can the decision making process work

The challenge when working with others to make a decision is that we all have our own methods of coming to a conclusion. The rational decision-making model is comprehensive in the fact that it requires the decision maker to define the problem, identify criteria for making the decision, weight the criteria, develop alternatives, evaluate alternatives and finally select the best alternative (Robbins, S.P., Judge, T.A. 2009). The challenge with utilizing this method is the fact that most of the time in real world situations, facts are either limited or missed, time compression causes an oversight on all potential alternatives and people tend to choose the easier route to make decisions (Robbins, S.P., Judge, T.A., 2009). Intuition is a powerful tool, however it can also lead to quick and potentially bad decisions (Robbins, S.P., Judge, T.A., 2009). I can recall a conversation with a leader about an employee that made an error administering a medication. The manager had not spoken with the employee or

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 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.

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.

The rational decision-making model describes a series of steps that decision makers should consider if their goal is to maximize the quality of their outcome. In other words, if you want to make sure that you make the best choice, going through the formal steps of the rational decision-making model may make sense. The following are the steps taken to come to a rational decision: 1. Identify the problem, 2. Establish decision criteria, 3. Weigh decision criteria, 4. Generate alternatives, 5. Evaluate the alternative, 6. Choose the best alternative, 7. Implement the decision, 8. Evaluate the decision.

The concept of ‘rationality’ has been talked through the centuries. According to Grey (2013), rationality is a big question because of this proposition which has the meaning and difficulties seem to be defining of a whole set of issues which have resonated through both organisation theory and practice ever since. And rationality is the basis of a decision, rational decision makers are objective and logical, they reach the goal that maximises the value. Not only rationality is important to organisations, and also it can be identified in various kinds of management theories. This essay will introduce the different aspects of the concept of ‘rationality’ and make explanations that how these are recognised in different management theories.

Many times when faced with a hard decision to make or one that involves many different factors or consequences the executive tends to look for “an educated guess” or “take a calculated risk” but no real calculation is done nor any education is obtained to deal with uncertainty concerning the decision.

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.

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.

Effective decision-making is very important on how probability can be applied therefore effective decision-making must be rational. As mentioned before, people who are deciding rationally are attempting to reach goals in a systematic way. They make sure

When managers make decisions they need to compare the costs (and benefits) among alternative actions. In this chapter, we discuss how to estimate the costs required for decision making (Lanen, 2008).

The outcome of this modus operandi is a rational decision that is, one that most effectively achieves a given end. In short, it optimizes; it is the best possible decision 11. Rational decisions bring about either large and basic or limited changes in public policies. Perhaps it is important to note that these decisions are more often than not in line with the ideals and aspirations of elites, who are happy with the political situation as it stands. Thus, this contributes (I submit) to the wide usage of the rational model within the fraternity of management policy and decision making.

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 conventional prescribed models of managing and planning imply that managers' thinking and cognitive processes operate in a linear or circular fashion in a series of identifiable and distinct steps or phases. These rational models are based on the assumption that it is possible for all information relevant to an issue to be gathered in time and processed by the manager. It is also assumed that managers can successfully prioritize desired outcomes and strategies in terms of objective measures such as economic benefit and select the one with the greatest benefit or the least cost. Both these assumptions are unrealistic because they do not reflect the way managers really think and deal with the various forces trying to influence the planning and decision-making process. Managers plan under very different environmental circumstances from what the conventional models assume.