Making Successful Decisions: The Managerial Decision Making Process
Making everyday decisions, such as deciding which toothpaste to buy, where to eat lunch, or which route to take home from work, may seem like simple tasks unworthy of a formal decision making process. These routing tasks may not deserve critical scrutiny; however, tasks which affect the health of a company and even a career, deserve a closer look. While some people prefer to jump into decisions, successful decisions come from critically thought through processes. From executives of major firms to lower lever managers, each is charged with the task of making decisions, which can directly or indirectly affect the health of the company he or she works for (Harrison & Pelletier, 1995). For that reason, many people turn to a formal decision-making process, such as the Managerial Decision Making Process. The Managerial Decision Making Process is used by many organizations, allowing them to make strategic choices, instead of blind decisions (Harrison & Pelletier, 1995). The model for the Managerial Decision Making Process consists of six steps: setting managerial objectives, searching for alternatives, comparing and evaluating alternatives, the act of choice, implementation and decision, and following up and controlling the deci
Follow-up and Control As stated in the first step of the decision making process, setting an objective gives managers a goal to work toward. Information can be found through many sources: the Internet, word-of-mouth, books, magazines, and so on. The thorough information I found during the previous search stage allowed me to fully compare each alternatives. By searching the Internet, I was often able to view locations through website pictures. According to Harrison, "Implementation is that point in the total decision making process when the decision is transformed from an abstraction into an operational reality" (1996). With a firm objective, I began my search. I compared each venue on price, location, aesthetics, catering abilities and capacity. In my case, the event was a success. I decided upon a location, Atlanta's own Turner Field Stadium. Through the previous example, it has been clearly demonstrated that in using a decision making process, a successful outcome is more likely to occur (Harrison & Pelletier, 1995). For most managerial decisions, these decisions have the power to affect the health of the company, as well as individual careers. Searching for Alternatives The second step in the decision making process, searching for alternatives is a search for information (Harrison, 1996). When a decision ultimately ends in success, it is measured by whether or not the objective was met (Harrison & Pelletier, 1995). Implementing the Decision Although I have compared the venues and chosen a location best for the product launch venue, I have reached the fifth step in the Managerial Decision Making Process, where the decision must be carried out (Harrison & Pelletier, 1995).
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