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Managing Decision Making - Essay Example

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In this case, these decision makers like change; hence, they are not analytical since they gather relatively narrow information and they are significantly…
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Managing Decision Making
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Managing Decision Making Managing Decision Making Visionary Visionary decision makers are focused on initiating radical change in the process of leading people in tumultuous moments. In this case, these decision makers like change; hence, they are not analytical since they gather relatively narrow information and they are significantly biased towards action (Sherman, 2013, 1). On the other hand, they are likely to rush quickly into the wrong direction. Visionary decision makers are conceptual individuals, who are futuristic; they are creative, artistic and ability to initiate new ideas (Teale, Dispenza, Flynn and Currie, 2002, 19). They are also long term thinkers and like recognition for their achievement; in fact, they are considered thinkers instead of doers.
Guardian decision makers apply a model of fairness, which a high consideration of preserving health and creating a balance in terms of organizational values. Guardian decision makers undertake a sound decision making process by making choices that are fact based and carefully planned (Sherman, 2013, 1). These decision makers focus on facilitating continuity through moderate caution; in fact, they gather relatively broad information (Oliver and Roos, 2005, 889). Therefore, guardian decision makers are analytical individuals since they use large volume of data, and exercises great care during the analysis; besides, they enjoy problem solving and they are motivated by challenges.
Motivators are decision makers who are charismatic; in fact, they have ability to convince people regarding the need for an action. Moreover, they have ability to align different components of a company. They are considered good storytellers willing to risk their conviction about the story, despite countervailing facts (Sherman, 2013, 1). Motivators do not rely on information; in fact, they hold a strong conviction that self-interest prevails over corporate interest (Wilcox and Bourne, 2003, 806). They can be considered behavioural individuals, who are very persuasive, supportive, good communicators, with reliance on limited data for analysis. They are also motivated by peer acceptance and they are emotional.
Flexible decision makers are versatile compared to other types of decision makers; in fact, they are open minded in adaptation to varying situations. They are willing to seek involvement of different opinions and ideas from other people. Flexible decision makers rely on ad hoc approaches instead of formal processes, and they are fairly cautious (Sherman, 2013, 1). However, they have a limitation of being very open-minded, which can hamper their ability to focus on potential issues solutions and results of their decision making process (Oliver and Roos, 2005, 889). Apparently, they are conceptual individuals who have a broad outlook and open with subordinates (Teale, Dispenza, Flynn and Currie, 2002, 20). On the other hand they portray a strong commitment to the organization base on their emphasis on values and ethics.
Catalyst decision makers are effective in leading works undertaken by different groups since they are balanced; in fact, they have a high preference to action other then caution. On the other hand, they slightly biased and they rely on broad gathering of information (Sherman, 2013). They portray significant resistance to inherent basis in situation involving extremely necessary decisions. These decision makers are directive individuals, who relies on rules and they are intuitive in nature (Wilcox and Bourne, 2003, 806). They are also aggressive and respond quickly to a situation; in fact, they fail to consider multiple alternatives.
Teale, M., Dispenza, V., Flynn, D., and Currie, D., 2002, Management Decision Making: Towards an Integrative Approach. London, Pearson
Sherman, E., 2013, 5 Decision-making Types: Which One Are You? Inc, Retrieved on 8 September 2013 from:
Oliver, D. and Roos, J., 2005, Decision-making in high-velocity environments: the importance of guiding principles, Organization Studies, 26, 6, 889-913.
Wilcox, M. and Bourne, M., 2003, Predicting performance, Management Decision, Vol. 41, No.8, pp 806-816 Read More
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