Introduction
Decision making is an inevitable task for every human being with a normal intellectual capacity. Decision-making in organizations is critical as it defines the line of operation and the outcome of these operations (Klein et al., 1993). It is; therefore, mandatory that one comprehends the concepts of decision making so as to apply them effectively in practical situations. As such the executives responsible for making the decisions of the organization determine the potential outcome of a particular venture whether it is a success or a failure (Klein et al., 1993).
As stated in the article the events that warrant decision making vary diversely. Moreover, different managers will tackle similar situations with different approaches as such the types of decisions they make vary (Klein et al., 1993). One of these approaches is the seven-step decision-making process. I had experience with management of a retail shop that dealt with the sale of apparels and jewelry. I effectively applied the seven-step decision-making process in my responsibilities.
The first step of the seven steps is the identification of the problem. The problem revolved around the lack of motivation to perform that led to losing clients to competitors in the region. The quantity of the commodity sold at the shop reduced abruptly and the state of revenue turn back was deplorable. I did an analysis and evaluation of the situation and the employees and discovered that the limiting factor was the inability to satisfy the needs of the staff. I discovered that employee performance and the productivity of the company were related. Therefore, I designed several tactics to boost the performance of the staff by elevating their motivation levels. The first approach entailed development of the salesperson of the month selected on the basis of performance. The individual will received a gift hamper for the effort they make in the sale of the shops commodity. Another approach was providing a 1% commission for every profit incurred as a result of the sale of a commodity at the shop. The third approach was the development of a minimum sale where failure to meet the standards led to penalties. I had to decide which of the three alternatives was effective, so I did financial metrics as well as employee behavior.
The analysis determined the cost of the alternative and the amount received as well as the performance of the employees in terms of the quantity of the commodity they would sell over a given period. The best alternative was giving the employees 1% commission for every profit attained in the process of sale of a commodity. The stipulated cost of the approach was minimal, and it motivated all the employees to perform rigorously (Janis& Mann, 1977). I executed it in the retail shop and gave it a grace period to assess whether the outcome of the decision was positive or negative after choosing the alternative. During the gestation period, I noticed changes in the moral of the employees. Therefore, decided to place an employee evaluation program to decide the best concepts of employee motivations that I could apply in later situations.
I prefer using the rational/ logical decision model since it entails the step-by-step approach that focuses on particulars and reasoning. One of the underlying reasons is my personality that prefers safe rather than risky ventures. It is mandatory that I have the essential facts before making any form of the decision to avoid any unexpected pop-up events (Edwards, 1954). I believe in thoroughly planning every detail beforehand and ensure that each event receives the attention and resources it requires. Another reason I make rational decisions is to avoid a possible scenario of the Dunning-Kruger effect where one thinks they know everything but barely knows anything (Edwards, 1954). I also make rational decisions to avoid giving false narratives. Therefore, I build up information on a particular matter before making a decision. As such I rely on the reasonability and of the decision-making the process to make sure that I make precise and concise decisions (Edwards, 1954).
I apply the payback analysis method of quantitative decision making to prioritize decisions. It is difficult to make many rational decisions using forecast methods; therefore, it is necessary to compare the effects of the outcomes of decisions I make. It is similar to a negative feedback mechanism; however in this case the decision justifies the outcome. To develop a step by step decision requires comparison of all the variables in the decision. It requires reasoning and application of facts as such there is barely any risks in the decision (Janis& Mann, 1977). I believe that the worth of the alternative should define the priority of the alternative. The alternative must have compelling aspects and variable as well as limited risks. Decisions should involve prioritizing the best form expected outcome (Zeleny, 1982). Every decision is always about making the right decision. However, the outcomes of the decisions are unpredictable (Zeleny, 1982). Therefore, it is important to make decisions that lead to the best possible conclusion.
As stated earlier decision making is a mandatory process in every organization that determines the outcome of a venture or an operation (Klein et al., 1993). Therefore, the administration of the enterprise does not have the luxury of making decisions with no logical or factual backing. The decisions should depict critical analysis using the respective metrics to ensure that the business achieves its objectives (Klein et al., 1993). Similarly, the administration should be keen when prioritizing and queuing models. The queuing list, therefore, requires step by step development. In these steps, the organization first develops the models and does financial metrics to categorize the models based on the level of opportunity (Zeleny, 1982). It allows the company to begin with the best while searching for modifications that can make the rest better.
Reference
Janis, I. L., & Mann, L. (1977). Decision making: A psychological analysis of conflict, choice, and commitment. Free Press.
Klein, G. A., Orasanu, J. E., Calderwood, R. E., & Zsambok, C. E. (1993). Decision-making in action: Models and methods. In This book is an outcome of a workshop held in Dayton, OH, Ablex Publishing.
Zeleny, M. (1982). Multiple criteria decision making (Vol. 25). J. L. Cochrane (Ed.). New York: McGraw-Hill.
Edwards, W. (1954). The theory of decision making. Psychological bulletin, volume 51, issue 4, page 380.
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