The paper "Advanced Decision Making" is a perfect example of a Management Case Study. Decisions in organizations are made in response to threats or opportunities and they include programmed and non-programmed decisions. This report highlights the circumstance I faced as a human resource manager for a local service company. The report underlines major errors made when making a non-programmed decision triggered by external threats. The challenges I faced include communication issues, satisficing, bounded rationality, biases, intuition, and personality, and cognitive intelligence. The issues will be analyzed based on administrative theory. The report culminates by providing recommendations on how I would have tackled these problems more productively through the application of academic models, frameworks, and theories.
The report follows Gibbs's reflective cycle that encourages an apparent description of the situation, assessment of feelings, evaluation of the experience and a conclusion where other alternatives are considered. 2.0 The Decision Our company was facing hard economic times and the management was struggling to keep it operational through working under a tight budget. The company was experiencing more losses than profits hence requiring a crucial decision to be made that would lower its operational costs.
The decision to make redundancies came with the highest human disadvantages and it involved employees and human resources managers. The decision entailed looking for means to lower operational costs and it was influenced by hard economic times the company and eternal threats. Although I did not shy away from my roles and responsibilities, I acknowledged that our business needed such a decision. I was tasked with making numerous redundancies given the negative economic times that our company was facing. Making the decision was not an easy task but was required to protect our business and the wellbeing of employees. As a senior human resource manager, I was ultimately accountable to ensure that the company remains productive through cutting down on costs in human resources.
The decision was met with rejection from the affected employees and instead of improving the condition of the company; it further strained our budget as we needed to restructure our company. As a skillful human resource manager, I was careful to maintain operational effectiveness, increased profits by proving my abilities in managing human resources.
Our decision was in response to threats that were negatively affecting organisational productivity and profitability. As a result, our decision was a non-programmed decision made in reaction to unusual threats. The redundancy decision did not improve the company’ s situation but rather increased operational costs due to restructuring costs consequently increasing the losses besides destroying the image of the organization 3.0 Key issues in Personal Decision Making Redundancy comes with risks particularly to managers with inadequate preparations (Chelst & Canbolat, 2011). One of the challenges I faced during the decision-making process was communication issues.
I was required to communicate the shifts to the affected employees within one week and given the short duration and pressures to make a quality decision, I did not seek unanimity and alternatives from employees and colleagues regarding the decision. The consultation did not take place given the time constraints and the situation of the company. Although I kept the employees aware of the step the company needed to take, I did not have enough time to listen or take the views of the employees.
The changes the company was adopting affected the working arrangement of the employees and there was a need to keep the employees informed. I did not consider or seek any other alternatives before implementing the redundancy decision as there was limited time to collect information and views from experts. Additionally, I did not conduct research on redundancy entitlements and notice periods. Although I was required to determine the period of notice as well as redundancy pay entitlement, this did not happen as I was pressured to effect the redundancy decision to avoid more losses to the company.
With respect to the theory of general relativity, I failed to use relativity to see the value of my decision and I lacked enough time and space to make a more practical decision given that space and time hold inconsistent twists (Chelst & Canbolat, 2011).
Band, J., & Patridge, L. (1999). Advanced decision making (12th edition). New York: Select Knowledge Limited.
Betsch, T.&Held, C. (2012).Rational decision making: balancing RUN and JUMP modes of analysis. Journal of mind and society, 11, 69-80. doi: 10.1007/s11299-011-0097-2
Chelst, K., Canbolat, Y.(2011). Value-added decision making for managers ( 1st Edition). Broken Sound Parkway, NW: CRC Press.
Daft, R., & Marcic, D.(2012).Understanding management ( 8th Edition). London: Cengage Learning.
DuBrin, A. (2008). Essentials of management ( 8th Edition.) New York: Cengage Learning.
Gregory, R., Failing, L., Harstone, M., Long, G., McDaniels, T., & Ohlson, D. (2012). Structured decision making: A practical guide to environmental management choices ( 1nd Edition). London: John Wiley & Sons.
Jasper, M. (2003). Beggining refletive practice, (revised edition). UK: Nelson Thomes Ltd.
Morcol, G.(2006). Handbook of decision making ( 1st Edition). Broken Sound Parkway, NW: ‘ CRC Press
Nutt, P., & Wilson, D.(2010). Handbook of decision making ( 1st Edition). U.K: John Wiley & Sons.
Pillai, K.( 2011). Essence of a managers (1st Edition). London: Springer Science & Business media.
Price, D., & Price, A. (2012). Introducing management: A practical guide, (Ist Edition). U.K: Icon Books.
Pugh, K.(2005).Prefactoring ( 1st Edition). United States: O'Reilly Media, Inc.
Sadeh,E.(2002). Space politics and policy: An evolutionary perspective ( 1st Edition). Netherlands: Kluwer Academic Publishers. ( This is the year from the copy-right page and from the bibliographic information)
Secchi, D. (2012). Extendable rationality: Understanding decision making in organisation ( 1st Edition). New York: Springer Science & Business Media.
Shapira, Z.(2002). Organisational decision making. Cambridge University Press.
Tillman, F., & Cassone, D. (2012). A professional’s guide to decision science and problem solving. An integrated approach for assessing issues, finding solutions, and reaching corporate objectives ( 1st Edition). Upper Saddle River: FT Press.