In a highly competitive world beset by global competition and rapid change decision-making seldom fits the traditional rational, analytical model.
To cope in today’s society, managers must learn to make decision quickly especially in high-velocity environment to learn by experience and to demonstrate commitment in order to acquire a satisfactory course of action. The director of operations at our company Kimberley Martin is responsible for a comprehensive six-month survey of management structure and processes.The previous manager took an earlier retirement; therefore leaving this project to be accomplished by a five person survey team. This team consists of two experience analysts and a younger staff member an intern, and Emily Parker the team leader. Martin relayed complaints to Parker concerning the handling of the survey. Parker responded with adamant denial and unveiled scorn, instead of taking the comments as constructive criticism. Initially Martin looked upon the complaints as a negative response to continual reorganization.However, as the complaints continued, Martin began questioning Parker’s ability to accomplish this task in a group-oriented and professional manner.
An employee in public affairs complained how the survey is upsetting the supervisory staff, in an attempt to change the organization’s methods and procedures instead of engaging in an organizational research study. Once again Martin spoke with Parker expressing his concerns about the consistent complaints. However, Martin responded by explaining how he is going to make corrections and improve the organization.The agency has been operating for years in a specific manner and the managers are comfortable with the current procedures and are reluctant and resistant to change. The managers have operating in a certain manner are not used to being told to change or alter any of the present operational procedures.
The idea of reinventing the organization to fit today’s technological and professional standards is not easily being agreed upon by the managers. Every organization grows, prospers and has downfalls as a result of decisions by managers and decision can be risky and uncertain, without any guarantee of success.Decision-making must take place amid constantly changing factors, unclear information and conflicting points of view. Emily Parker believes that she is taking the right course of action for the organization, based on market research and conventional management thinking. In contrast the employees and managers like the organization’s current operational procedures. Kimberley Martin’s management style is the administration and execution of the strategic survey plan. She wants to implement a system that characterizes a vertical hierarchy where there is control and efficiency.
This style of management is inappropriate to the present organizational design in that there are various departments that need to collaborate, communicate and evaluate the objectives of the organization. There needs to be a horizontal structure which is a positive element within several organizations. In addition, there needs to be improved lines of communication, better departmental collaboration and technological advances to broaden the informational networks. The first to resolving an organizational issue is to identify the problems then to work to implement reasonable solution/alternatives.Issues are resolved through the process of decision-making, which is a vital aspect of the information and control systems within the organizational ramifications. Decisions are made concerning organizational strategy, structure innovation and acquisitions. Organizational decision-making is the process of identifying and resolving problems. This process contains two major stages.
In the problem identification stage, information about environmental and organizational conditions are monitored to determine if performance is satisfactory and to diagnose the cause of shortcomings.The problem solution stage occurs when alternative courses of action are considered and one alternative is selected and implemented. It is highly essential in today’s society, for organizations to utilize information technology systems, in order to maintain a competitive edge with growing global competition; to gather and disseminate information across global networks; to implement new standards of efficiency, effectiveness and accuracy; and to use as an essential tool in improving the total organization. Managers must identify problems, evaluate the issues, and develop alternatives.
The attempt to be rational is limiting by the enormous complexity of many problems. Large organizations are ambiguous, requiring social support, a shared perspective on what occurs and acceptance and agreement need to be achieved. Our organization is composed of managers who make decision using both rational and initiative processes; but organization-level decisions should be made in a collective group. Many organizational decisions involve several managers. Problem identification and problem solution involve many departments, multiple viewpoints and even other organizations, which are beyond the scope of an individual manager.
The processes by which decisions are made in organizations are influenced by a number of factors, particularly the organizations own internal structures, as well as the degree of stability or instability of the external environment. Our organization is experiencing several issues, including a need for change and growth, which are essential elements in a learning organization. There is organized anarchy between Parker and the managers over the survey and the revised project budget. There are problematic preferences which are goals, problems alternatives and solutions that not clearly defined; there is ambiguity.There is turnover, in which organizational positions experienced the loss of a valid participant (previous manager retired before thoroughly explaining the survey plans and the correct procedures to Parker). In addition managers are busy and have only limited time to allocate to a problem/decision; they want to focus on their usual work activities or goals. Decisions are the outcome of independent streams of events within the organization.
There are problems, potential solutions, participants and choice alternatives that will flow through the organization in order to reasonably accomplish the overall goals and objectives.Goal consensus refers to the agreement among managers about the nature of a problem or opportunity and about which goals and outcomes to pursue. This variable ranges from complete agreement to complete disagreement. When differentiation among departments or divisions is present, managers must make a special effort to build coalitions during decision-making.
Goal consensus is especially important for the problem identification stage of decision-making. When problems are not agreed on, problem identification is uncertain and management attention must be focused on gaining agreement concerning goals and priorities.