The paper "Forest Management and Planning" is a great example of a Management Case Study. During the previous recruitment drive for the company, I was put in charge of outsourcing the exercise to one of the recruitment companies in the city. I went through several companies manifest and background and choose the one I found to be most suited for the exercise. My decision was mainly based on the cost of the exercise and not much else as I saw an avenue to save the firm money that it could not afford to lose.
However, the exercise did not go as smoothly as I had anticipated. Firstly, we received numerous complaints from applicants about the way the recruitment was being carried out and furthermore when the list of successful applicants reached us, it did not complement every aspect we had envisaged. As one of the final decision-makers of the firm, I felt I had failed in my duty to choose the best recruitment agency that would have given our company the best results. This paper critically examines my decision and tries to find out what I could have done different for a better and favorable outcome. Critical decision making Decision making involves the use of both empirical and scientific forms of research and knowledge to make suitable choices that would meet the goals and targets of an individual or a business.
Niu et al (2009) describe decision making as a reasoning process. They point out that decision making can be rational or irrational based on the assumptions of the decision-maker. When the human resource officer of our company delegated the responsibility of choosing the most suitable recruitment agency for our firm, I saw it as an opportunity to showcase my decision-making skills for the benefit of the company.
I immediately did short research and collected the names of the available agencies in town with their costs of operation (5,6,7). In my haste and with the intention of impressing my seniors by saving the company money, I did not take all factors into consideration. I immediately set out on finding out the financial aspects of the outsourcing program and came up with the company that will cost the firm the listed amount of money.
I was therefore grossly unaware of the rational decision-making model that highlights the importance of carrying out extensive and intensive research before making a decision. Niu and his co-writers suggested that a well-conceived decision-making process should be done in three stages or phases. These include the intelligence phase, design phase, and the choice phase. Based on this model, the following framework for decision making is developed (6); The left-hand side of the framework denotes failure while the right-hand side denotes success. When I was making my decision, several important steps represented in this model were ignored.
If I had utilized this decision-making framework to the later of its concept, I would have arrived at a better decision than the one I arrived at. First and foremost, the intelligence phase of the decision-making model was not well done. Its execution was poor at best leaving me with a half baked decision that would cost the firm a lot in its public relations. The first thing after defining the problem, one is supposed to determine the requirements needed for the decision making process.
Based on this, not only was I supposed to obtain the financial information but also all other forms of information on the available agencies. Apart from cost saving I should have collected information on the technical expertise of the recruitment agencies. I should have known the importance of this information and how it would influence the decision. As it stands, I choose an agency with poor technical abilities because I assumed a critical phase of decision making. Other areas that should have been considered include the quality of service and the objectivity of service.
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Bettinger, Pete. Forest Management and Planning. London: Academic press, 2010.
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