Decision Making in Organization Usingâ€Free samples for Students

Question: Discuss about the Decision Making In Organization Using? Answer: Introduction Decision- making is a key aspect of an organization and it acts as the base and pillar of all the firms activities during any particular time. A crucial process has to be made carefully and with a clear mind, decisions are the drivers of the organization activities. It is most important for the top management to understand the decision process very well before taking any step of implementation. Some of the aspects involved in decision- making are explained in this report. Organizations vision is the fundamental reason for the organization to exist and it provides a complete direction and approach to the stakeholders of the organization (Segev, 2014). Within the organization, there must be aspects that describe the strengths relative to its competitors (Beyerlein, 1998). These are known as the organizations core competencies. A firm or any business entity must have rivals and it must put in place things that it uses to challenge its competitors. As have been explained above, the company vision is one that directs the organization towards the realization of its goals. It is important to note that the organizations vision is directed by organizations strategies (Beyerlein, 2012). For the top management to push and achieve the organization vision, these tactics must be applied. They are usually applied in conjunction with the core competencies. Although they are usually spread over a long period as long-term strategies, they are very crucial in the realization of the objectives of the organization. They include the following among others, structure of the organization, financial structure, and resource allocation strategies. Planning the organization strategies is another thing that managers are keen at. The short-term strategies must be planned for in order to achieve performance objectives such as budget revenues and financial costs that are to be applied in order achieve the goals (Intezari and Pauleen, 2017). After the operating plans are properly defined and are fully in place, actual operations follow. Actual operations involve actions put in place to realize results over a period. A process involves the collection of data that is then measured by the organizations information system. Lastly among the aspect that is looked at during decision-making are the processes of measuring, monitoring, and motivating performance. After everything has been put in place, it is important to use the results to monitor performance to help confirm whether it is in line with the organizations vision. Results are important because they enable the manager to re-look at what they have put in place, and if necessary revised to correspond to organization competencies (Index to Group Organization Management Volume 29, 2004). During decision-making, the strategy is quite important because it gives the organization future directions. The strategy can be divided into two distinct parts; organization level, which involves making decisions concerning industries or types of businesses which are preferred by the management, and the business-unit level, which enables the organization to consider the competitive advantages over its competitors. This means during decision-making, the managers must put in frontline the SWOT analysis of the firm, the companys internal strengths and weaknesses must be considered as well as the external opportunities and threats (Eberlin and Tatum, 2008). A broader aspect of management control and decision-making involves planning of strategies and future directions; coordination of activities that are to be carried out in an organization; proper communication of information among employees and the stakeholders; evaluation of information; and determination of the best course of action to be taken to ensure everything is in order. It can be seen that managerial control Systems carry out two main roles, for example, influencing the decisions, and facilitating such decisions that may include supporting pricing decisions, cost system data etc. Strategy and control have their foundations derived from some theories of management (Cosenz and Noto, 2015). These management theories include; Otleys Performance Management Systems Theory. It explains the key questions that should be considered when coming up with a system that will manage an organization. These questions correspond to the critical issues that affect the organizations whenever any strategy for operation is to be made. This framework also gives an in-depth explanation of the areas that need to be evaluated in order to reduce conflicts and normalize behavior. Simons Lever Control Framework also looks at those factors that influence the control systems and the tools that are meant to shape the systems (Gabor, 2013). It explains the key ways of using the cont rol system tools. The control system should have diagnostic tools to detect flaws if present in order to enable managers to look for appropriate solutions to such problems. Lastly, Kaplan and Nortons strategy map framework tries to affect the performance measurement systems by strategizing maps and balancing the scorecard. It demonstrates links and procedures between strategy formulation and operations of the organization. Conclusion As indicated in this essay, decision- making requires the management to be keen on several factors. It is not a one-day undertaking, but it involves even long-term strategies to be implemented (Scott Morton, 2011). Every step should be in line with the firms vision and objectives because anything outside these will pose a great challenge and even collapse. Every stakeholder should be brought on board so that everybody is aware of every undertaking and what is required of him or her. Therefore, efficient communication should be the top priority in order to unite every participant. References Beyerlein, M. (1998). Management team: five key strategies for maximizing group performance19981Marie McIntyre. Management team: five key strategies for maximizing group performance. Team Performance Management: An International Journal, 4(2), pp.74-76. Beyerlein, M. (2012). Management team: five key strategies for maximizing group performance19981Marie McIntyre. Management team: five key strategies for maximizing group performance. Team Performance Management: An International Journal, 4(2), pp.74-76. Cosenz, F. and Noto, L. (2015). Combining system dynamics modelling and management control systems to support strategic learning processes in SMEs: a Dynamic Performance Management approach. Journal of Management Control, 26(2-3), pp.225-248. Eberlin, R. and Tatum, B. (2008). Making just decisions: organizational justice, decision-making, and leadership. Management Decision, 46(2), pp.310-329. Gabor, P. (2013). Management Theory and Rational Decision Making. Management Decision, 14(5), pp.274-281. Index to Group Organization Management Volume 29. (2004). Group Organization Management, 29(6), pp.709-712. Intezari, A. and Pauleen, D. (2017). Conceptualizing Wise Management Decision-Making: A Grounded Theory Approach. Decision Sciences. Scott Morton, M. (2011). Management decision systems. 1st ed. Boston: Division of Research Graduate School of Business Administration Harvard University. Segev, E. (2014). Triggering the Strategic Decision?Making Process. Management Decision, 14(5), pp.229-238.