 |
Tags: self improvement, leadership, decision making
 Organizational Decision Making is complicated as it is multifaceted. It all really depends on the functional or hierarchical space you may find yourself in, the goals you are supposed to follow and reach, your concentration and focus in making decisions, and the measure of success in performance may vary significantly.
Van Thinking has created and put together a 1-page ‘Decision Making Landscape Framework’ to make this varying landscape of organizational decision making more accessible and attainable to all. It is actually a matrix, comprising of a number of columns and rows, with the interesting data and information conspicuously found where the columns and rows intersect with each other.
advertisement
Its main goal or objective is to provide a broad and wide framework for the range of various decisions in organizations and not just to be comprehensive. The rows look at the different functional layers of creating decisions (these are oftentimes associated to some form of hierarchy in the organization, but not entirely necessary.) The layers are also recursive; the rows consist of: 1.
Strategic Decision Making—directing the focus and the effort of the organization and being sure of its resilience in a varying environment is the area or territory of this layer in creating decisions. 2. Operational Decision Making—these decisions have to do with the different steps, processes and procedures in the organization, and how they relate and interlock with each other.
3. Transactional and Technical Decision Making—the processes and daily running of the activities in the organization to “get the job done” belong into this category. 4. Tactical Decision Making—for example, if you are thinking about creating decisions to outsmart some of your competitors, you are busy with tactical decision making.
The area of focus in this layer is to do some market research, decide what business to try or be involved in, and so on. For each and every subject that an organization can make various decisions about, all four of these layers are present and existing with different significance, value and specialization.
It then speaks for itself that each one of these layers of making decisions has its own goals and focus, but they also interact and communicate with each other in some deeper ways. In trying to illustrate how they all vary and how they try to interact with one another, we have utilized some of the few important focus areas and specifications as columns to illustrate how to proceed about making decisions in each one of these layers.
The focus areas or specifications we have incorporated as the columns of this framework are: 1. Management Focus-- what are the things or subjects that management needs to concentrate or focus on? 2. Measurement Focus—what and how can we measure to assess or ascertain the success, development or progress on every layer of decisions? 3.
Decision Focus—what are the goals or aims of the decisions made on each of its layers? 4. Technology Focus—what aspects or factors of technology are important or of utmost value on this decision layer?
About the author
The author of this article, Amy Twain, is a Self Improvement Coach who has been coaching and guiding clients for many years. Learn how to be a HAPPY WORKER and Be Successful in life.
Share this article
You may reprint this article in its entirety on your web site, newsletter or ezine, providing you leave the About the author sections intact. You may not alter the contents.
|
|
