Week 13 Discussion: Chapter 4

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Decision-making can be used to facilitate the manager's work. Decision-making must be used with competence to be an effective manager, whether or not a management position is held. As you move to more responsible management positions, you must make decisions constantly. You will also need to be able to justify those decisionsand live with them. This is why we are constantly challenged to think about the consequences of our decisions and the reasoning process behind them. Two important questions to ask ourselves: Why did you make this choice? and How will this decision impact your organization? Knowing when to make a decision and when to avoid making a decision is an important part of the decision-making process. Knowing can come from experience, historical data, networking, or other sources. It is said, Experience is the best teacher. However, this experience does not necessarily have to be undergone personally but can be learned through others, such as in networking and historical data. Many people are inductive learners who learn better from examples than from logical development. The most impactful aspect of this type of learning is that it enables the person to not only apply knowledge and experience but also conduct research and analyze the situation before arriving at a decision. As long as the decision is realistic and supported by logic and analysis. Historical data allows thinking about the application of theoretical concepts. Dealing with historical data helps bridge the gap between theory and reality. This is a critical aspect of Decision Making. Essentially, it analyzes an organization, an event, a person, or a series of decisions resulting in success or failure. If used correctly, it can be a very powerful tool.

In todays dynamic business environment, employees are expected to not only be the subject matter experts but also have the experience and skills to translate that expertise into a solution which will work for the organization. Experience is known to work for the development of key skills such as problem-solving, analytical abilities quantitative and/or qualitative, depending on the case, coping with ambiguities, individual study, time management, presentation skills, group work, communication, and interpersonal skills.

Experience is also known to work for the development of the following two skills:

Decision-making in complex situations

Leadership potential

Identify the principles of these two skills. Make sure to connect how the development of these skills can be to reinforce a particular strength or, possibly, to expose weaknesses in a code of good practice (see Chapter 1, page 23).

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