Decision Making Process
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1735271,
The rational decision–making process is a multi-stage process that helps a leader solve the problem or attain goals by assisting them in making choices between alternatives. The rational decision-making process requires a leader to make logical, analytical, and objective decisions rather than subjective and intuitional decisions. When using this model, leaders are required to use fact and analysis to make a decision. Leaders are mandated to establish the process by which the decisions are made; therefore, their leadership value plays a significant role in influencing each step of the decision-making. This paper will discuss how an organization and leadership values can affect each stage of rational decision-making.
The first stage of rational decision-making is identifying a problem. This stage determines the organization’s specific obstacle. The cooperation ensures it identifies the primary challenge facing the organization. Also, organizational culture can influence the process; for example, if the organization outlines that only a leader can identify a challenge, then a delay in identifying the problem may occur compared to an organization that permits every member to participate in the process. Analyzing the solution is the second process; here, the leader must state how a successful solution looks. A leader who possesses the skill of critical thinking is capable of identifying the most promising solution.
Moreover, a company’s financial position determines the solution the organization chooses; for instance, if a company is experiencing economic challenges, then the company will opt for a solution that requires little financial intervention. The third stage requires a leader to identify alternatives. Organizational financial capability determines the alternative solution they choose (Uzonwanne, 2016). The fourth step is weighing the evidence; this is the center for rational decision-making. A visionary leader ensures the alternative outlines can solve the obstacles identified in step 1. The fifth stage requires leaders to choose the alternative. Leaders are required to select the best option that can solve the problem identified in stage one. The organizational goal can determine the alternative that a country chooses .a resilient leader selects the best alternative even if it is challenging .the final stage of rational decision making is taking action. A leader with self-confidence implements the action.
The mechanical model is a formal business model (Contributor, 2020), while the organic model is informal. Another difference is in the mechanical model. Decision-making is centralized: only the selected leaders are mandated to make decisions. On the other hand, in the organic model, decision-making is decentralized. The organic model has no labor specialization; usually, members are supposed to perform a general task.
On the other hand, labor specialization is mandatory in mechanistic model members only work within their area of specialization. Although the mechanical model and the organic model differ in numerous ways, they have similarities. The main similarity is both models are of significant business benefit, mainly when used in the right setting. My sister works in a bank store, and I believe they use the mechanistic organization structure. I think banks use the mechanistic structure because it portrays characteristics of mechanistic organizational structure, like division of labor, decision-making in the bank is centralized. Another feature is their employees are ranked from the most powerful to the list potent.
For an organization to experience a successful change program, correct Diagnosis of the problem is crucial. During the Diagnosis of a problem, the organization can identify opportunities, obstacles, and strengths that exist within the organization, thus collecting correct data information regarding the change. If the Diagnosis of a problem is not correct successful implementation of change will fail. It is important to note that incorrect Diagnosis of a situation leads to wrong treatment of the problem, thus leading to poor decision making (J. M., 2018). Diagnosis of a problem plays an imperative role in decision making. Therefore, if the diagnosis process is poorly done or skipped, then the decision-makers cannot attack the root of the problem, leading to a waste of resources and time.
References
Contributor, C. (2020, November 4). Mechanistic Organizational Structure. Retrieved from small business: https://smallbusiness.chron.com/mechanistic-organizational-structure-58785.html
- M., K. (2018). Organizational behavior and. New York: McGraw-Hill Education.
Uzonwanne, F. (2016). Rational Model of Decision Making. Research gate.