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The formulation of the problem is pervasive because statement of the problem is crucial to getting the problem solved. The problem is greater than the decision, because the problem may be the social problem, the enterprises future, or the entire forest fire. Failure to correctly identify a problem results in a loss. One step in identifying the problem is determining the stakes.
How important is the problem, how pervasive is the problem, or what is at stake? An effort must be made to assess the events that precipitated the problem if there is an undesirable situation or condition. The identification of the problem, who, what, and the importance of the problem. An effort must be made to determine if the description of the problem is truly accurate or that the abstract problem simulates the real life situation. Is the problem an everyday situation requiring everyday decisions or a critical time sensitive decision that requires more information, more manpower, more resources, and immediate action. Alternative solutions to the problem are identified through brainstorming in discussion groups, which focus on the entire problem or aspects of it.
If there is time, surveys may be used to determine more information or triangulate a more accurate representation of the problem. Decision making is making choices at each or every step of the problem solving process. Selecting an alternative means considering the outcome of each and making a rationale decision concerning the effect of the implementation in multiple market segments for example, or on multiple aspects of an endeavor. Once a decision is reached the solution is implemented with objects and action plans regarding who will do what, when, with whom, and how they will do it with which resources.
The plan must be represented with goals and objectives on a timeline. Decision makers must know themselves and economic, technical, political, and social aspects of the problem. Human resources and time constraints must be considered in making a decision. Problem solving is analyzing a situation systematically and generate and implement and evaluate solutions. A system is a group of interacting units or elements with a common purpose. Systems are generally classified as open or closed systems in the form of mechanical, biological, or social systems.
Open systems interact with other systems and the outside environment. Closed systems are systems with little interaction with other systems or the outside environment. The boundaries of open systems, because they interact with other systems or environments, are more flexible than those of closed systems, which are rigid and largely impenetrable. A closed-system perspective is relatively independent of environmental influences. Open-systems theory or open decisions have considered the environment in the decision as in the global economy. The same company performs differently in one country than they do in another, which is said to be paradoxical because of opposing rules and procedures within the same company.
Management forms are as varied as the individuals who make the management decisions which demonstrates the complexity of the decision making process. Makadok and Coff (2007) presents a multi-dimensional hybrid taxonomy of management forms with optimal conditions for each. Modularization increases design options for flexibility and rapid innovation (Ethiraj & Leventhal, 2002), and copes with diffuse control, paradox, and local centralized and decentralized responsiveness with interdependence, disembodiment, velocity, and power (Child & McGrath, 2001). Structures may be market, ownership, alliance, capital (debt), hierarchical, mechanistic, dynamic, or exploitative. Ethical organizations adopt legitimating structures procedures regardless of their impact on the rational efficiency and effectiveness to gain access to resources (Clerkin, 2007). The ability to make decisions and solve problems effectively is a necessary and vital part of a managers job.
Ethical decision making is dependent on the person who makes the decision. An ethical manager must know himself, be knowledgeable, seek advice, and his knowledge must be comprehensive and current. The decision-maker must be selective and flexible with good judgement and confident when taking risks. Members of organizations linked by communication select, memorize, and operate by patterned repetitive sequenced behavior, or routines, sometimes with authority, which produce competencies and reduce training costs and time, but hamper freedom to respond and restrict learning of new ideas inconsistent with existing knowledge (Andersen, 2003). Decisions based on routine may be learned in training or from case study. Case studies teach employees decision points when decisions need to be made and assert rules.
Single integrative points of responsibility define clearly who makes each decision. An employee has a scope of responsibility and a delineated list of who to contact if greater authority is needed. The ability to make decisions and solve problems is critical. Poor decisions and not making decisions can result in loss, even death and tragedy. Motivation, preferences, and affiliations vary during phases of business development (Gaur, 2007). Owners accumulate and configure different resources and use different strategies.
Specific managerial strategies differ in business ventures, knowledge dissemination, and exchange by inter-linked negotiated business partners. FEMA offers training to the general public in the role of emergency management and emergency operations in response to community disasters. Because demands for information and increased processing speed put pressure on the vertical decision flows of the older centralized organizations. The temporal properties of rhythm, synchronization, and firm performance exhibit a curvilinear relationship between rhythm of strategic actions and performance (Shi & Prescott, 2007).
Synchronization, which reduces the cost of fragmented systems of redundant data, leads to greater satisfaction, stronger relationships, and greater operating efficiency. Speed of transmission of information makes the information available to the decision maker in a fraction of the time that information was traditionally available. Decision makers focus on the outcome because the purpose of the decisions is to achieve the desired result whether that is to put out a forest fire, market a book or a tourist destination, or prevent a loss. In most economies, losses are not as severe as the American car manufacturers are facing now, but the management of the car manufacturers must decide how to save their corporations. Decisions must be appropriate, adequate, efficient, and effective with few undesirable side effects. The decision must be grounded with ramifications for implementing them.
The implemented solution must be evaluated from procedure with goals and object on a regular basis, weekly, monthly, and quarterly to determine if tasks were completed within time and cost or if additional resources or manpower must be added to complete the milestone. If the solution fell short of expectations, the reasons must be examined. If more problems develop alternative solutions must be devised. The implementation of the business solution must be monitored and evaluated with a checklist. Appropriate personnel and resources must be committed to solving the problem with as much creativity and energy as went into the problem-solving phase. Cooperation is more important in the implementation phase than in the planning phase.
Synergy with flawless customer or client is interface insures successful implementation. Cooperative goals in administrative structures lead to improved performance with greater group cohesion, but Walker (2007) found competition within the cluster increases productivity; accelerates innovation with specialized skills and knowledge; and reduces barriers to new firm formation and entry into the market. Child, J. , & McGrath, R. (2001). Organizations unfettered: Organizational form in an information-intensive economy.
Academy of Management Journal 44 (6), 1135 - 1148. Clerkin, R. (2007). Institutional isomorphism among Indiana nonprofits: Measuring homogenization and formalization. Academy of Management, Annual Meeting, Best Paper Abstracts.
Ethiraj, S, Levinthal, D. (2002). Modularity and innovation in complex systems Academy of Management Proceedings, Annual Meeting, Best Paper Abstracts. Gaur, A. (2007). Adaptation during institutional transition. Academy of Management, Annual Meeting, Best Paper Abstracts.
Jensen, R. (2007). Replication and adaptation: Effect of adaptation degree and timing on performance of replicated routines. Academy of Management, Annual Meeting, Best Paper Abstracts. Makadok, R. & Coff, R. (2007). Both market and hierarchy: A multi-task synergy theory of hybrid organizational forms.
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Shi, W. & Prescott, J. (2007). Rhythm and synchronization of firms' merger and alliance behaviors: Academy of Management Walker, R. , Damanpour, F. , & Avellaneda, C. (2007). Combinative effects of innovation types of performance: A longitudinal study of public services. Academy of Management, Annual Meeting, Best Paper Abstracts.
Wang, C. (2007). A population based model of network analysis. Academy of Management, Annual Meeting, Best Paper Abstracts.
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Research essay sample on Ability To Make Annual Meeting
