Motivation
The purpose of this paper is to analyze the decision -making process that was involved in appointment of company president, in the company where I personally worked. Mr.Zutshi, the company president faced a very critical decision making situation while appointing new successor for the company, after his retirement. A Chief executive officer's decision has considerable impact on the performance of the organization. Decision-making is one of the most important recurring responsibilities facing managers in organizations. A high-quality decision helps an organization accomplish its strategic goals and also meets the needs of the organization's employees, executives, stockholders, consumers, or suppliers. In his book called "Decision Making," Paul Moody (1983) defines decision " as an action that must be taken when there is no more time for gathering facts." The Problem is how to decide when to stop gathering facts. The solution varies with each problem we attempt to solve, for ga!Peter E. Druker (1967), lists five elements of decision process in his book, The effective Executive:1) Clear realization that the problem is generic and can be solved only through a decisi
There are many pitfalls in making an effective decision if the question is not examined from all perspectives. CONCLUSION AND RECOMMENDATION: In conclusion there are a multitude of factors affecting the quality of decisions made by any given manager that include but are not limited to: personality characteristics, experience, the context of the situation at hand, strategies used and critical thinking and analysis. Naturally, there are enormous implications for the economic health of the organization. on that establishes a rule, 2) Definition of the specifications of the solution, or the boundary conditions, 3) Derivation of a solution that is " right," that is, one that fully satisfies the specifications before attention is given to the concessions needed to make the decision acceptable, 4) The building into the decision of the action to carry it out, 5) The feedback that tests the validity and effectiveness of the decision against the actual course of events. Often times the effective decision-making process in undermined because the board is passive, and board members are friends with the president. When others recommend decisions, examine the way they framed the problem. However, if the manager uses critical thinking and proven successful decision-making strategies, he or she can and should be confident in whatever action they have decided is appropriate. Zutshi follows some of the simple steps outlined and avoids the pitfalls, he can and should have complete confidence in the decision made. Druker goes on to explain that a decision is a judgment and, as such, is rarely a choice between right and wrong. In short this decision will effect the whole organization. The board draws on information from the management development program to evaluate each manager in relation to the qualities that everyone has agreed are important for the president. This case presents a situation where the decision-making process has completely failed. Conflict can stem from ambiguity, or it can result from the disagreements among key parties with stakes in the decision (Freeman, 1983).
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