تسجيل الدخول
Some management scientists have categorized the types of data and information used by the manager.
[1] Primary and secondary data and information.
[2] Quantitative data and information.
[3] Data and qualitative information.
[4] Things and facts.
Phase III: Identification and Evaluation of Available Alternatives:
The number and type of alternative solutions depend on several factors:
The policy of the organization, the policies it applies, the philosophy to which it is committed, its material resources, the time available to the decision maker, the director's decision-making attitudes and his ability to think logically and creatively, based on innovative thinking based on perception, And arranging a limited number of them.
Stage 4: Choosing the right alternative to solve the problem:
The process of trade-off between the alternatives available and the selection of the most appropriate alternative according to criteria and objective considerations based on the Director in the selection process and the most important of these criteria:
· Achieve the alternative to the specific goal or objectives, preferably the alternative to which the objectives or most of them contribute to achieving them.
· Alternative agreement with the importance of the organization and its objectives, values, systems and procedures.
· Acceptance of the members of the organization for the alternative and their readiness to implement it.
· The degree of influence of the alternative on human relations and successful transactions among members of the organization.
· The degree of speed required in the alternative solution, and the date at which the desired results are to be obtained.
· The suitability of each alternative with the external environmental factors of the organization such as customs and traditions.
· Values, patterns of behavior and patterns of consumption and what can be induced by this environment of aiding or hindering factors for each alternative.
· Available information on environmental conditions.
· The efficiency of the alternative, and the return that will be achieved by following the chosen alternative.
Phase 5: Follow-up and implementation of the resolution:
The decision maker must choose the right time to announce the decision so that the decision will have the best results. When the decision is implemented and the results are presented, the director evaluates these results to see how effective they are, and how successful the decision is in achieving the goal for which it was adopted.
The follow-up process develops the decision-maker or their assistants to be able to investigate the accuracy and realism of the analysis during the implementation process, which helps to discover the sites of shortcomings and to identify the causes and propose ways to remedy them.
In addition, the process of follow-up to the implementation of the resolution helps to develop the spirit of responsibility of subordinates and encourage them to participate in decision-making.
Participation in decision-making.
Advantages of participation in decision making.
Helps to improve the quality of the decision, and make the decision taken more stable and acceptable to the workers, and are working to implement it with great enthusiasm and sincere desire.
Participation also leads to mutual trust between the manager and the members of the organization on the one hand, and between the organization and the public that deals with it on the other hand.
The participation in the decision-making process has an impact on the development of administrative leaders in the lower levels of organization, and increases their sense of responsibility and understanding of the objectives of the organization, and makes them more willing to accept the treatment of problems and the implementation of the decisions they participated in making.
Participation in decision-making also helps to raise the morale of members of the organization and satisfy the need for respect and self-assertion.
There are some precautions when individuals participate:
2018-09-20