Decision‐Making – Cutting Through the Fog of Shoulds and Fears (original) (raw)

A Leadership Perspective on Decision Making

2010

This book is concerned with helping you improve your approach to decision-making. The author examines judgement in a selection of managerial contexts and provides important understanding that can help you make better leadership decisions. This book also pinpoints the in-house politics of organisational decision-making. Drawing on the very latest research, it introduces practical techniques that show you how to analyse and develop your own decision-making style. It will help you to deliver sharp and insightful analyses of your business and develop effective solutions. In addition, it presents simple checklists that will give you vital insights throughout the decision-making process. Students and practitioners of leadership, management, and allied fields will find this book useful in order to understand and implement useful methods.

Decision-Making - Path to Effectiveness

The emphasis is on investigating an aspect of managerial decision-making style with the potential to enhance managerial performance. In this context, it is important to examine the relat ionship between decision-ma king styles with conflict handling. Th is study focuses primarily on exp loring the role of conflict management used in the organizat ion as predictors of decision-making styles. The Data collected fro m 307 executives belonging to banking sector fro m West Bengal, India. The Data analysed using descriptive and simp le regressions analysis techniques. Results suggest that conflict-handling style used in the organization in addition to decision maker's education and management levels are good predictors of decision-making styles in such an environment. Results also indicate that a tendency towards the analytical style prevails among managers. Further, the implication o f the contribution made by this study to the body of management theory and practice discussed.

Conference Proceedings Reality of human decision-making: A leadership and management platform

Decision-making as an essential leadership and management is an inescapable part of life whether done deliberately or intuitively. A few researchers have embraced the idea of discernment in primary leadership. As it were, the procedure of what is central in leadership and management ought to be legitimate regardless of the coveted result. As a rule, be that as it may, the balanced procedure might not factor in individuals' choice. For a few reasons, individuals might settle on nonsensical choices regardless of the thought of sanity. In this paper, author conceptualised decision-making as a leadership and management platform where an individual could settle on an unexpected outcome.

Developing as a leader and decision maker

This chapter makes it clear that a significant element of both leadership and decision making is the development aspect. Leaders develop in their decision making by being confronted with difficult decision situations. However, they also develop through various forms of systemized training and education. Different leaders tend to develop in different directions. For this reason, one can identify a number of key leadership styles based on different ways of leading. These different styles are appropriate for various types of organization. Some organizations require a strict and authoritative style, while others are in greater need of a more democratic style. Senior leaders often have the capacity to switch between different leadership styles depending on how the situation develops. In addition, there are a number of key decision-making roles that leaders are expected to manage. These include the role of entrepreneur, problem-solver, resource-allocator and negotiator. Leaders must also learn to work with clarity, conviction, courage, and communication in order to facilitate their decisions. Research shows that leaders who face severe adversity in their careers often are forced to make many difficult decisions. As a result they develop. Being forced to make difficult decisions actually leads to reflection, self-awareness and self-knowledge of one's own values. Leaders also develop by communicating their problems in a structured way with more experienced colleagues. The fact that leaders develop by making difficult decisions leads to various forms of action having a central role. It is by putting decisions into action that leaders develop, as well as by reflecting on what alternative decisions could have been made. An action perspective on leadership decisions is closely linked to the concept of sense-making. This phenomenon implies observation, action, revision and communication in the aftermath of a decision. There is research indicating that reflection, critical thinking, intuition, ethics and communication are important dimensions of leaders and decision makers who are generally perceived as wise.

Introduction: Where to Decision Making?

Emerging Perspectives on Judgment and Decision Research, 2003

The overriding goal of this book is to provide a forum for fresh perspectives on decision making. The aim is to expose readers to a wide variety of promising perspectives for enhancing the scope of judgment and decision-making research. The specific purposes of the book are (a) to bridge the gap between traditional decision-making paradigms and newer lines of research and theory; (b) to expand awareness of these new theories and approaches; and (c) to demonstrate how these alternative approaches can enhance development of the judgment and decision-making field. The chapters in this volume illustrate how much richer the field is becoming through attention to a number of novel perspectives that have not been a part of traditional judgment and decisionmaking approaches. Over the past several years, there has been a growing concern that the progress of decision-making research may be limited by focusing heavily on traditional schools of thought (e.g., approaches emphasizing deviations from rationality and utility theory). At the same time, there has been accumulating evidence to show that numerous unexplored factors are likely to impact judgment and choice. For example, many researchers have come to appreciate the vital roles that memory, context, and emotion play in determining decision strategies. This volume provides a forum for updating assumptions of traditional schools of thought as well as introducing new perspectives that push the envelope of judgment and decision-making paradigms. By providing a richer context for thinking about decision making, this book is also relevant for cognitive and social scientists interested in judgment and choice behavior. Many chapters provide explicit bridges 1

How to make decisions that stay made

1989

Educators, in the United States and throughout the world, are looking for new structures to embue teachers with decision-making authority and responsibility. This study maintains that before changing existing structures, it is necessary to examine and improve the current decision making process. The report outlines 12 guidelines for successful decision making that not only lead to decisions that stay made, but contribute as well to the organizational health of the school, department, or district. The 12 guidelines, which reflect recent thinking in organizational theory on group processes, are divided among three stages (planning, deciding, and implementing). The study considers these guidelines to constitute a framework for decision making to be used prospectively and retrospectively. A hypothetical scenario shows what dysfunctional decision making looks like and leads to, and proposes alternatives for ef_ective decision making. The report suggests that adherence to the 12 guidelines leads to improved organizational efficiency, effectiveness, and morale. (3 references) (KM) Reproductions supplied by EDRS are the best that can be made from the original document.

Reality of Human Decision-Making: A Leadership and Management Platform

Decision-making as an essential leadership and management is an inescapable part of life whether done deliberately or intuitively. A few researchers have embraced the idea of discernment in primary leadership. As it were, the procedure of what is central in leadership and management ought to be legitimate regardless of the coveted result. As a rule, be that as it may, the balanced procedure might not factor in individuals' choice. For a few reasons, individuals might settle on nonsensical choices regardless of the thought of sanity. In this paper, I conceptualised decision-making as a leadership and management platform where an individual could settle on an unexpected outcome.