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Decision Making
Deciding Whether to Accept a New Career Position or Not
I've been working for the same employer for eight years and have only received one raise. The company is good about providing bonuses and I have an exceptionally high level of freedom, yet I am interested in moving further ahead in my career, earning a higher salary, and getting into a company who has opportunities for advancements. I'd also like to gain greater recognition for the hard work I do and my unique skills in marketing, sales and management.
The dilemma of my decision began when I received a call from a firm in the same industry as the company I work. This firm is very well-known and is a global provider of computing services and IT, and the recruiter contacting me was interviewing for a senior position that would include a significant jump in responsibility and pay. I jumped at the chance to interview. Yet as I considered the job offer I realized I'd be giving up a reputation based on eight years of work with my current employer, including winning three President's Awards and having been given many presentations on how to excel in my role there. My position at the company was very solid, stable and my family made it clear that given the economic turmoil in the country today, they liked me staying there. Yet I was...
The call from a larger company in the industry definitely had my interest.
Decision Making Process -- An Analysis
The most valuable lesson learned from the text what the perspective on decisions being much more strategic and long-term than they initially appear (Bateman & Snell, 2010). This observation led me to consider the decision factors that had initially attracted me to the new position, specifically the impressive, high status title and the salary, and potential perks as well. Yet given the lessons learned in our course, I balanced these attractive aspects of the new job with the freedom I had in my existing job, the great relationship I have with my boss, and the fact I can get off an hour early to help out coaching a local baseball team. I also considered the strategic implications of how an entirely new group of people incouding a new boss would need to be managed. Often the most strategic aspects of a new position are people-based, not necessarily role- or salary-based (Harrison, 1996). In choosing a path for framing the problem I sought out those I most trust for their insight and guidance as well, which follows the frameworks as defined in our text as well (Bateman, Snell, 2010). In the past I would have consulted these advisors on whether…
References
Bateman, T., & Snell, S. (2010). Management: Leading & Collaborating on the Competitive World. (p. 784). New York, NY: McGraw-Hill/Irwin.
Harrison, E.F. (1996). A process perspective on strategic decision making. Management Decision, 34(1), 46-53.
Decision Making Personal Decision-Making: Deciding to Accept a New Job Offer or Not Having worked for the same company for over eight years and not having seen a raise in five of those years, it was time to consider options for a new job. The possibility of advancing my career, earning more salary, getting greater levels of professional recognition and learning more in an expanded role in a new company all were
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Decision Making Styles Leadership is the position of authority in which it is possible to provide guidance or direction through making decisions that will affect other people. There are many methods of decision making, and each individual person has a unique decision making style. Many different studies have explored the vast and quite possibly infinite numbers of decision making styles that are exhibited by people. One example of such personality studies is
Secondly, the manager should consider calculating an expected value for every concluded branch, then each probable node and every decision node as a simple means of identifying expected values for each decision alternative. While the expected value is equal to the payoff, it is also the product of its probability and payoff. Due to its results, the expected value rule is regarded as the most reliable way of judgment in
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Administrative model is defined as "a decision-making model that describes how managers actually make decisions in situations characterized by nonprogrammed decisions, uncertainty, and ambiguity" (Daft 1999, p. 284). This approach to decision-making recognizes that not all decisions are able to be considered and judged based on quantitative methods. While it may be preferred that decisions be made by a process where the outcomes are known and can be compared, it