Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from Term Paper:
Firstly, fact-based decision-making can be challenging. This is mainly evident when it comes to choosing the facts to be followed and the ones to be dismissed. Note that, data to be used in decision-making should be relevant and logical, and determination of this is quite difficult. Secondly, evidence-based management does not adequately address the value of judgement and intuition. This is mainly in situations of high uncertainty and risk which is a common phenomenon facing the management team while making strategic decisions. However, for the management to avoid these limitations, it should foster a culture of observation, experimentation and inquiry while coming up with ideas (Daft, 2010). Also, the organization should encourage diversity in terms of age, gender, expertise and experience to facilitate diverse ideas and opinions during the decision-making process.
Decision-making is a crucial part of managing an organization. There are various methods of decision-making that an organization can use. 1). Command: this is a method whereby, employee involvement is not necessary in decision-making. This is in a situation whereby, outside forces demand a decision to be made promptly. 2). Consult: this method applies where the manager asks for input from the employees and expertise. This allows availability of diverse ideas and opinions to choose. 3). Vote: voting normally is in a situation whereby there are various options from which to choose and efficiency is the highest value. Therefore, the decision-making team members choose the best option. 4). Consensus: is a method that requires every team member's support. It is mainly in complex issues and situations of high stakes.
Decision-making is a process of the following stages. 1). Identify the problem that needs to be solved. 2). Gather information, that is relevant to the problem. 3). Carry out an analysis of the situation, that is what alternative actions are available. 4). Develop possible options. Be creative and positive and utilize what if questions. 5). Evaluate the alternatives. This enables one to identify the best option to achieve the objectives. 6) (Hodgkinson & Starbuck, 2007). Select the preferred alternative. 7). Implement the decision, made. 8). Evaluate and report. This stage clears that the decision has been effective. In case, it has not been effective, go back to step five and follow the process again from there.
However, decision-making faces a few blocks. These include; 1). Lack of adequate finances by the organization to finance the decision. 2). The existing business policy may not accommodate the decision. 3). Peoples's abilities and feelings, which may lead to poor implementation of the decision. 4). Lack of technology to support the implementation of the decision (Schulte-Mecklenbeck, Kuhberger & Ranyard, 2011).
It is a pattern of interactions and coordination that links the technology, tasks and labor of the organization to enable the organization to accomplish its purpose ( Taylor & Francis, 2011). There are various factors that affect the organizational design. These are mainly environmental and strategic factors. Environmental factors include; suppliers- these are people who supply the organization with high quality raw materials and at affordable prices; distributors- deal with delivery of organizational products to consumers (Daft, 2010). Distributors should be effective and be able to beat deadlines; competitors- are other organizations in the industry that drive the organization to be more productive and lastly, customers- are the consumers of the organizational products and services.
Strategic factors mainly comprise of; low-cost strategy- this is a factor that forces the organization to provide products and services cheaper than its competitors (Hodgkinson & Starbuck, 2007). This leads to a functional organization design; differentiation strategy- here, the organization provides products and services distinctive from its rivals. This leads to a product organization design; corporate strategy- are situations whereby the organization strives to create a reputation that gives it a brand name with which to identify with.
In conclusion, the organization structures into various organizational designs depending with the factor affecting it. These organizations mainly apply evidence-based management in their decision making mostly when choosing negotiation strategies to apply in conflict resolution. And by so doing the organization in question ensures that all of its employees are kept happy.
Daft, R.L. (2010). Organization theory and design. Mason, Ohio: South-Western Cengage Learning.
Hodgkinson, G.P., & Starbuck, W.H. (2007). The Oxford handbook of organizational decision making. Oxford: Oxford University Press.
Schulte-Mecklenbeck, M., Kuhberger, A., & Ranyard, R. (2011). The role of process data in the development and testing of…[continue]
"Conflict Decision-Making And Organizational Design" (2013, March 10) Retrieved December 5, 2016, from http://www.paperdue.com/essay/conflict-decision-making-and-organizational-86572
"Conflict Decision-Making And Organizational Design" 10 March 2013. Web.5 December. 2016. <http://www.paperdue.com/essay/conflict-decision-making-and-organizational-86572>
"Conflict Decision-Making And Organizational Design", 10 March 2013, Accessed.5 December. 2016, http://www.paperdue.com/essay/conflict-decision-making-and-organizational-86572
Conflict, Decision-Making, Organizational Design Conflict, Decision Making, Organizational Design Publix Company How to apply negotiation strategies to address potential conflicts in workplace Conflicts in the workplace are a common experience that many mangers encounter. Conflicts are categorical of the nature where organizations are able to relate with each other together with personnel interaction. Within an organization or company as Publix Company, conflict resolution measures should be undertaken as part of the restructuring, growth and
Conflict, Decision Making Conflicts happen in all places, and workplace is no exemption. A workplace has a diverse workforce with different backgrounds. Their ambitions and goals differ and easily results in conflicts. Nonetheless, workplace conflict does not necessarily result in negative impact, when well resolved it could indeed result in positive outcomes. As noted by Hellriegel, et al. (2001) by resolving conflict effectively, an organization can solve numerous issues that surfaces,
However, according to this model, what can be termed as the best way is defined by how the decision made marries with the content and context of the matter at hand. The contingency model establishes that a decision that is made for a particular context may not be applicable in another, even though the contexts may be similar. It also establishes that a unified role is played by the
The relatively small degree of economic displacement during this recession has prompted the rise of the Tea Party and (to those who are not a member of this movement) incomprehensible fury against the federal government. (By noting that the economic pain now is "relatively small" I do not in any way to mean to suggest that many people have been not been devastated by the recession, merely to make
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
, 1999). Generally speaking, the results of this study showed that increased levels of diversity within the top leadership team had a negative impact on their ability to reach strategic consensus because of both direct and indirect effects (Knight et al., 1999). These findings are not that surprising, of course, given that it is intuitive that as diversity within a top leadership team increases, so too will the range of views
Cultural Differences in Ethical Decision-Making Using Multidimensional Ethics Scale The objective of this study is to examine cultural differences in ethical decision-making using the multidimensional ethics scale. The Multidimensional Ethics Scale (MES) was developed originally by Reidenbach and Robin (1988, 1990) and is one of the most often used measures in business ethics research. (Lin and Ho, 2008, p.1213) The MES is an instrument found to be useful in business