The paper 'Work Values of Autochthons and Expatriates' is a wonderful example of a Management Assignment. The purpose of this assignment is to draw a reflection on a decision-making situation personal which I had encountered and the manner the different aspects had an impact on decision making. This will help to improve the learning as it will provide a direction based on which changes can be made through which overall effectiveness in decision making will be achieved and the process through which different theories will be put in practice will be examined.
This would thereby help to reflect on the learning and identify the different directives and areas through which better results can be achieved. The importance of decision making was witnessed by looking at the manner in which different decisions were taken at the different juncture and the importance the decisions had on the ultimate outcome. The importance of decision making can be witnessed based on different situations and areas which showed that the process should be such that it helps to bring effectiveness. The entire learning was framed around different models and theories which helped to understand the different factors which have to be considered while looking to make decisions and thereby helps to multiply the manner in which better use of resources becomes possible. Personal Decision-Making Situation A situation which will help to understand the manner in which decision making will bring effectiveness is one where the organization was looking to shift its production from one place to another.
The change in location was done on the backdrop that the business would gain on cost as it would help to multiply the overall effectiveness and will ensure that the resources were put in the best use.
This would help to improve efficiency in the production process (Prasad and Prasad, 2000). The goods produced by the organization are for the mass which requires it to be cheaper and produced in large numbers which will be achieved due to the availability of cheap raw materials at the new source of production. This required that the decisions which were taken were such that it improved the overall effectiveness and multiplied the process of making better decisions. The other impact which the decision was creating was that it would help to bring a change in the culture which was an aspect that the management had to consider so that their decisions to move to a new location didn’ t fire back.
The decision would impact the different stakeholder which needs to be analyzed before taking any decision. The employees at the forefront have to accept the changes without resisting it (Brooks, 2009). The decisions would thereby have to be framed based on different dimensions and factors through which the process ensured maximum effectiveness. The decision-making process also requires proper communication and ensuring that all people associated with the organization are able to understand the manner in which the different dimensions have a role in the overall prospect of decision making.
Some of the stakeholders who will be impacted are employees, suppliers, customers, and others associated with the business. This thereby requires that the decisions should be based on different dimensions and factors which analyze the different areas through which overall effectiveness will be gained. The process will also look to bring a change in the outlook and will help to provide different dimensions through which better decisions would be taken.
The learning also taught the manner in which the different theories and models can be used while looking to make decisions and would thereby help to improve the overall aspect of decision making (Prasad and Prasad, 2000).
Aswathappa, K. 2005. Human Resource And Personnel Management. Tata McGraw-Hill Education, 2005
Brooks, I. 2009. Organisational behaviour: individuals, groups and organisation. 4th ed. Harlow, UK: Pearson, Chapter 3, ‘Perspectives on individual behaviour’, pp.65-69
Leest, P. & Bohrer, A. 2003. Work values of autochthons and expatriates in Belgium and the Netherlands. International Journal of Human Resources Development and Management, 3 (4), 329 – 337.
Louw, G. 2013. Exploring recruitment and selection trends in the Eastern Cape. SA Journal of Human Resource Management, 11 (1), 1-10.
Margaryan, A., Milligan, C. & Littlejohn, A. 2013. Managers as workplace learning facilitators. International Journal of Human Resources Development and Management, 13 (2/3), 206 – 223.
Prasad, P. and Prasad, A. 2000. ‘Stretching the iron cage: the constitution and implications of routine workplace resistance’, Organization Science, 11 (4), pp.387–403. Available from: http://sfxhosted.exlibrisgroup.com.ezproxy.liv.ac.uk/lpu?title=Organization+Science&volume=11&issue=4&spage=387&date=2000
Pye, A. 2005. ʻLeadership and organizing: sensemaking in actionʼ, Leadership, 1 (1), pp. 31–49. Available from: http://lea.sagepub.com.ezproxy.liv.ac.uk/content/1/1/31.full.pdf+html
Smith, P., Ulhoi, J. & Kesting, P. 2012. Mapping key antecedents of employee-driven innovations. International Journal of Human Resources Development and Management, 12 (3), 224 – 236.
Zavyalova, E., Kosheleva, S. & Ardichvili, A. 2011. Human resource management and development practices in indigenous Russian companies and foreign MNCs: a comparative analysis. International Journal of Human Resources Development and Management, 11 (2/3/4), 179 – 193.