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Decision Making Process in Management: Problem Solving

Introduction

Effectiveness and success in the management of an organization are determined by various aspects and factors, which are deliberated to have a direct impact on the operation of the organization. It has been observed that a major aspect that needs to be considered and integrated into management is decision-making. Decision-making helps in the control and supervision of the activities and practices, which are carried out by the organization or group towards achieving certain goals or objectives (Hammond, Keeney & Howard, 2002).

The management is obliged to make decisions and take action on the challenges that might be facing the operation of the organization. The decision-making approach that the managers apply in handling the challenges should be effective and coherent, to avoid aggravations and impediments in future executive activities.

Discussion

Decision-making development incorporates six steps that help in ensuring evidence-based and reliable conclusions are met to solve certain predicaments or situations in management. These procedures include defining the problem, analyzing the issue, developing alternatives, devising the best solutions from the alternatives stated, converting the decision made into action, and fixing feedback for follow-up. For the effectiveness and efficiency of the decision to be achieved, these steps should be integrated accordingly during the decision-making process.

Reflecting on the situation of the decision made by the Americans on strategies of fighting terrorist faction, the major step that decision-makers gave little consideration to is selecting the best solution to the challenge which was stopping the terrorist actions in America. The decision made has no futurity and potential expectation on the fate of the Americans, and other people who are affected by the attacks of the terrorist group. The decision-makers did not mull over the fallouts that might be got in case the group expands and stabilizes in other regions of the world, and decides to attack America (Edward & Schoemaker, 2001).

The approach that the parties involved in the decision-making integrated did not amalgamate the scope of the impact of the decision they made. For instance, in the attempt of identifying and stopping terrorists from functioning in the U.S, they deemed on sacrificing some of the civil liberties. Instead, they should have considered the extent to which the decision they made will help America, as well as the regions that are affected by the faction globally. They should have evaluated the number of qualitative contemplations involved in the resolution they made towards restraining the actions of the terrorist in America (Gaurav, 2010).

The resolution ought to have focused on achieving the best in the operation of the Americans, and this can be determined by the successful attempts that are achieved after the implementation of the decision. However, the U.S alone cannot control the actions of the terrorist faction, and assimilation of other nations in their decision-making process would have impacted superiorly to their practice, then just involving the Americans.

According to the decision made, the uniqueness of the decision is not exhibited positively as the decision is self-based. It does not reflect the repercussions that might be expected if the terrorist group establishes its strengths in other parts of the world, and suddenly attacks America. Instead, the distinctiveness of the decision should be demonstrated in a way to protect the world against terrorists, and not only to the Americans.

Commonly, the decision-making process should include all the six steps, as this ensures that clear and elaborated decisions are achieved towards certain predicaments that might be facing an organization.

References

​Edward, J. R. & Schoemaker, P.J.H. (2001). Winning Decisions: Getting It Right the First Time. New York: Crown Business.

​Gaurav, A. (2010). Decision Making Process In Management – Problem Solving. Web.

​Hammond, J. S., Keeney, R. L. & Howard, R. (2002). Smart Choices: A Practical Guide to Making Better Decisions. New York: Crown Business.