Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
As Peter Drucker et al. (2001) advise, an executive -- or anyone empowered with decision making authority in an organization -- must "force [himself] to choose" instead of the worse action of defaulting to a status quo that has already proven itself inadequate.
There are many traps that can lead a decision making body away from following these five steps. A command-and-control type hierarchy where the executive or the executive team is not open to input from the lower levels of the organization (such as was present in the infrastructure of Scholar Unlimited) can severely hamper nearly every step of the process. In addition, poorly defined desired outcomes and assumption-laden approaches to alternative solutions can mire the process in conflict and confusion. Keeping these decision making steps in mind, however, can make an organization aware of these possible flaws, and can significantly increase its chances of making and implementing sound business decisions. (2001). Harvard Business Review on Decision Making. Boston, MA: Harvard Business School Publishing.
Eisner, H. (2005). Managing complex systems: thinking outside the box. Hoboken, NJ: John Wiley.
Harvard Business School. (2006). Harvard Business Essentials: decision making: five steps to a better result. Cambridge, MA: Harvard University Press.
Lewis, P., Goodman, S., Fendt, P., Michlitsch, J. (2006). Management: Challenges for Tomorrow's Leaders. Mason, OH: Thompson Education.
Schachter, D. (2008). "Learn to embrace opposition for improved decision making: opposition usually occurs when there are clearly divergent thoughts on a proposed action or idea that may be worth investigating." Information Outlook 12.10, 44-45.
Walton, T. (2010). Challenges in Intelligence Analysis: Lessons from 1300 BC to the Present. New York, NY: Cambridge University Press.
References
Drucker, P., Hammond, J., Keeney, R. (2001). Harvard Business Review on Decision Making. Boston, MA: Harvard Business School Publishing.
Eisner, H. (2005). Managing complex systems: thinking outside the box. Hoboken, NJ: John Wiley.
Harvard Business School. (2006). Harvard Business Essentials: decision making: five steps to a better result. Cambridge, MA: Harvard University Press.
Lewis, P., Goodman, S., Fendt, P., Michlitsch, J. (2006). Management: Challenges for Tomorrow's Leaders. Mason, OH: Thompson Education.
The mixture of public and private endeavors and effects that many bureaucracies, especially those related directly or indirectly to various governments, has made this effect even more apparent, to the point that many bureaucracies can be seen as almost wholly subservient to their client in ways beyond the traditional assumptions of supply and demand. This can make network organization, especially in mixed public-private endeavors, far more complicated and essential
In this context, the learning curves followed by the collective of entrepreneurs place that collective of entrepreneurs within the still larger setting of the global marketplace. Taylor and Asheim refer to an economic geography that is more than merely a map of where economic activities take place (Taylor & Asheim, 2001, p. 315). A modern learning organization integrates itself on virtually every conceivable level. Much as its individual members make
According to Weiss and Kolberg, "In the 1960s, a breakthrough in sharing the assessment results came from the Peace Corps when the psychologists who were working with the volunteers used surveys that were geared to expand the volunteer's self-knowledge, under the assumption that expanding self-knowledge would help a volunteer better deal with culture change. This was the first time that this type of assessment was done for the primary benefit
Over the past decade, 'culture' has become a common term used when thinking about and describing an organization's internal world, a way of differentiating one organization's personality from another. In fact, many researchers contend that an organization's culture socializes people (Stein, 1985) and that leadership styles are an integral part of the culture of an organization. A culture-specific perspective reflects the view that the occurrence and the effectiveness of certain
Fifteen questions used to measure willingness to AC were assembled into a questionnaire designed to examine the personality measures and items regarding employee response to various safety issues, adequacy of safety training, and attitudes toward other safety related issues. The most pertinent questions relating to AC were: If I know a coworker is going to do a hazardous job, I am willing to remind him/her of the hazards (even if the
Organization Development and Change Process Merger and acquisitions refer to the combinations of two or more companies forming a new company. In other words, mergers and acquisitions (M&A) are the strategic move of corporate organizations dealing with an aspect of dividing, buying and selling of different companies of similar entities to assist the enterprises to grow. One of the examples of the major merger was the merging of Uniphase Corp. And