Surprising but True: Half the Decisions in Organizations Fail
The above article investigates why most decisions made by managers of organizations fail. Managers who have failed their organizations are known to impose solutions to the employees. They do not perform their tasks effectively. They also use their power to ensure that their plans are implemented. Little attention is provided for the employees of the company. Furthermore, failing managers limit alternatives that would be essential in solving some of the problems related to decision making. Apart from highlighting the major problems faced by most organizations, the article identifies the process of decision-making. The article identifies both the diagnosis and action part. The model proves to be more useful in solving managerial decision-making. The article identifies various tactics that could be used to set the direction during the decision-making process. Such tactics include generating new ideas, having problem-solving attitudes, setting objectives, and intervening in projects that are bound to fail. Tactics used to implement decisions are discussed. Such tactics include intervention, participation, and persuasion of all members of the society. The information coming from the article was based on research on various organizations.
Management Fads: Emergence, Evolution, and Implications for Managers
Management fad is described as a change in operations or philosophy that has been implemented in an organization. The article questions whether managers should keep evolving with the new management fads that emerge in journals and books of all kinds. However, the publishers of the article concur that management fads are more frequent to the practicing managers. The article looks at how different management fads have managed to evolve over the years. The article does this by monitoring the variables that lead to the adoption of various fads. The variable can either be environmental pressures, organization characteristics, and the need to adapt to forces of conformity. The article also discusses the life cycles of different fads in organizations. The organizations looked at included self-managed teams, total quality management, quality circles, sensitivity training, and management by objectives. The article also provides an important checklist used to monitor management fads.
When to Trust Your Gut
The article discusses an out of the odds managerial decision-making techniques. This method does not necessarily depend on the management strategies that are used by most managers; it depends on a feeling referred to as a gut feeling. The article shows that emotions and the brain might not be the only methods used by managers to make decisions. A gut feeling is like a premonition for better happenings and thus, cannot be ignored by most managers. The article identifies the role of emotional feeling in decision-making and developing patterns that may determine decision relating to decision making. The article also discusses the effect of the gut feeling on cross-indexing. The article uses excellent examples from the business world.
A Career Lexicon for the 21st Century
The article discusses the effect of boundaryless organizations. Jack and Jill are used as one of the most prominent examples of companies that shifted to a boundary-less organization. A boundary organization sets limits to most processes in companies. Switching to the boundary fewer organizations represents a traditional paradigm shift and may create chaos if it is not managed or handled effectively in the organization. The most important thing to note from the article is the effect of change. The article argues that all changes involving those in shifting and creating new stabilities should be aimed at about how the world works just as the case for Jack and Jill.
Making Management Decisions: The Role of the Intuition and Emotions
The role of intuition in the decision-making processes in most of the management related aspects is discussed. The article identifies different forms of thought by providing the newly found evidence. The evidence has been collected on the role of intuition in chess. The game is considered a one of the toughest games in today’s society since it requires critical thinking before moving a pun. The article also describes intuition in a computerized system and its uses in solving some of the commonly faced management decisions. The article suggests that most of the management practices significantly improved through intuition becomes part of the decision-making process.
An Academic Classic on the Effect of Rewarding a while hoping for B.
The article places emphasis on the failure of the reward system in most organizations. The paper explores various examples where the wrong people or organizations have been rewarded. The thought behind this is that it would cause a less negative effect only for a worse effect to be felt. Examples are provided for cases of unfair regular systems in war, universities, medicine, consulting, and governments. The paper highlights the differences brought about by an unfair reward system.
The Effective Decisions
The paper identifies how to make effective decision in organizational settings. The article states that executive managers are known for making better decisions because they focus only on important decisions. The article classifies effective decisions providing the characteristics of each of the effective decisions. The article identifies the classification and decisions that are considered to be effective. The article discusses the role of appropriate action and feedback in making effective decisions that affect different organizations in the current world.
Management: The Problems of Success
The article identifies the position of success in organization. Although numerous benefits are associated with success, various management problems have been linked to success. In addition, various aspects that are discussed about success include the legitimacy of management and the effect of jobs as a property right. The article identifies the role of professionalism and information technology in solving some of the problems associated with success in the management positions
The Hidden Traps in Decision Making
The article focuses on the major issues that managers should take into account before making any decisions. Some managers tend to be overconfident overlooking some of the important aspects related to decision making. Others tend to be very cautious and never make any risks in the business setting losing many opportunities in the process. The article identifies several traps that are associated with poor decision-making techniques. These traps include the anchoring trap, the status quo, the sunk cost trap, the confirming evidence trap, and the farming trap. The article discusses methods that can be used to overcome the trap mentioned above and the effect it would have in the organizational settings. When all traps are overcome, most organizations become more successful. A forecast is more important in identifying all traps in any organizational settings. Thus, a forecast provides clues on how to manage traps effectively.