Effective Decision-Making and Leadership in Organizations

Types of Problems and Decisions

Program: Not scheduled.

Relationship between alternatives and consequences: Certainty, risk, uncertainty, competition.

Number of individuals who have to make a decision: Individual, group.

Number of objectives: One, more than one.

Forms of Decision

• From experience: Whether to be guided by past actions.
• For Democracy: The agreement considering the opinion of each.
• Study of the problem: To act as a logical plan.

Factors Influencing Decision-Making

Resources at our disposal, the more time we think and analyze the consequences, beliefs, values, and way of thinking.

Methods for Making Decisions

• For most: Proposal most voted.
• Unanimously: All agree.

Process in Decision-Making

• Having a goal: What is to be achieved and what problems there are.
• Alternative approach: To define the different options among which you can choose new ones.
• Valuation of alternatives: To determine what the options are more profitable and which are not.
• Enforcement of decisions: Should be effectively applied for the purposes it was taken.
• Control and evaluation: Ensuring that the actual results correspond with the planned.

Models for Decision-Making

• Nominal group: The problem is presented, each member of the group discusses each proposed, secret ballot to choose the best option.
• Delphi Method: Almost all the shares in writing, with a response a summary is made, distributed to each member to analyze and evaluate to raise more alternatives.
• Brainstorming: Use group creativity to find alternatives, number of participants 10 and 15, exposure of ideas 10 and 60 minutes.
• Decision trees: Each decision has its consequences, such as:
  • 6000 euros: Accepted; is paid or not paid, if not paid, claim or negotiate, if negotiations do not reach an agreement or bequeathed, if not agree to pay.
  • Does not accept: Alternatives or lose customers or pay.

Characteristics of a Leader and a Director

• Leader: Adopts a personal commitment and acts against objectives.
• Director: Acts as limiting the options.
• Leader: Not able administrator and managing.
• Director: Skilled in the administrative and financial control.
• Leader: Feels more interest in the future.
• Director: Steeped in this, is concerned about the short term.

Functions and Activities of the Directorate

• Planning: Forecasting, goal setting, programming.
• Organizing: Structuring, delegating, building relationships.
• Command, run: Takes decisions, motivate, communicate, recruit staff.
• Check: Measure, evaluate, correct.

Delegation of Duties

Reasons for managers not to delegate: Failure of the employer to organize work and to distinguish the essential from the accessory, for lack of discipline the same staff prefer to work rather than wasting time telling an aide, lack of authority.

Advantages of delegating: Increases the time available, facilitates communication, encourages the worker, involving working groups.

Obstacles to delegate by the worker: Fear, lack of accountability, incompetence.

Authority

• Authority based on tradition or customs: Are bosses because they have always been.
• Charisma: Exceptional or extraordinary person in all their decisions followed.
• Coercion: Fear of or reduction in salary, punishments, dismissal.
• Property: Buy the allegiance of the other.
• Contract: Two people signed a document that contains all rights and obligations of each party.

Leadership Styles

• Authoritarian style: Levies and decides the action plan are limited to others obey.
• Permissive: The chief activity is not exercised, delegated to subordinates.
• Participatory: The head settles to the group responsible for taking decisions by majority or consensus.
• Paternalistic: Chief subordinates, protects and cares for them.
• Bureaucratic.

Powers or Duties of a Leader

Mastering and understanding the technological evolution, vision of the future, adapt to change, communication skills, ability to make decisions.

Expectations

• Workers expect from leaders: That they are addressed effectively, leadership, trust, information.
• Leaders expect from workers: Good performance of the task, initiative, collaboration, professionalism.

Humanist Approach, Theory X and Y

• X: People do nothing.
• Y: Vague goals.
• X: Are active, working for economic rewards.
• Y: Seek other satisfactions in addition to the economic.
• X: Need instructions to do and how to do.
• Y: Need instructions but not the how to do.
• X: Depend on leaders.
• Y: They aspire to an independent and responsible.