Effective Techniques for Making Decisions

Having read Chapter 5 on decision making, learning, creativity, and entrepreneurship, you are now familiar with some of the techniques and tools that managers use for making good decisions or having good decisions in place. You should have a clear understanding of the difference between programmed and non-programmed decisions.

Post by Day 3 a 150 - to 500- word statement in the Discussion thread that answers both of the following questions:

• What techniques or tools can managers use to improve programmed and non-programmed decisions?
• Why are these techniques effective?
• Which techniques or tools would you use as a manager and why?
• Support your work with specific citations from the Learning Resources. You are allowed to draw from additional sources to support your argument, but you must cite using APA standards. All quoted material must be identified, cited, and referenced per APA standards.
• You are encouraged to enrich your posting with your personal examples, experience, or insights.
• Edit your postings carefully for spelling, grammar, and punctuation errors.

Respond by Day 6 with at least 75 words each to two or more of your colleagues' postings in one or more of the following ways:

• Ask a probing question.
• Share an insight from having read your colleague's posting.
• Offer and support an opinion.
• Make a suggestion.
• Expand on your colleague's posting.
• Please note that that you are expected to post and respond to class Discussions a minimum of 2 different days each week (1 day to submit your post, another to respond to your colleagues). Points will be deducted if you do not participate in the course Discussion on at least on 2 days during the week.
• Return to this Discussion in a few days to read the responses to your posting and responses. Note what you have learned and the insights that you gained as a result of participating in this Discussion.

Required Resources

Readings
Jones, G. R., & George, J. M. (2014). Essentials of contemporary management (6th ed.). New York, NY: McGraw-Hill.
Chapter 5, "Decision Making, Learning, Creativity, and Entrepreneurship" (pp. 154-183)

This chapter addresses the concepts of "programmed" and "non-programmed" decisions. The authors also review the rational or classical approach to decision making, as well as the administrative model, which seeks to explain why decisions are often flawed. This chapter also introduces the possibilities and the problems inherent in group decision processes, and describes the role of creativity and learning in decision making and entrepreneurship.

Focus on the definitions and concepts provided throughout this chapter. After reading this chapter, ask yourself how decisions have been made in your current or former workplace. What kinds of decisions were programmed? Where was the guidance to make programmed decisions? Was there a rational process used to make non-programmed decisions? Were any group processes used to gather information and perspectives, or generate ideas? Concerning the rational or Classical Approach to decision making; how are each of the steps in the decision-making process critical to choosing the right course of action? What efforts have you seen, in your present or past workplaces, to increase organizational learning or encourage creativity? Did those efforts or lack of efforts contribute to the successes or problems of the organization?
Chapter 6, "Planning, Strategy, and Competitive Advantage" (pp.184-221)

This chapter addresses the concept of a "competitive advantage" and how, through planning and strategic decisions, a competitive advantage can be obtained. The authors explain planning levels, types, and time frames, along with their correlation to levels of management and perspectives of the company's operations and environment. The concept of "strategy" is discussed at length, along with various approaches to formulating a strategy with examples provided to help the reader understand the complexity and variety of strategic planning.