Team Communication and Problem Solving - Essay Example

Communication and Problem Solving Effective communication plays a great role in problem solving in the heathcare delivery. The 'rational' model suggests that managers engage in "completely rational decision processes, ultimately make optimal decisions and possess and understand all information relevant to their decisions" (Bartol et. al., 1999 p. 877). This model emphasises the thorough and rational evaluations of decision choices in terms of key criteria (profitability, marketability etc.) and is almost universally rejected (Fulop & Lindstead, 1999, Bartol et. al., 1999, Ivancevich et. al. 1999 and Mabey et. al., 1998, amongst others) as decision makers are unable to be objective and rational in the real world.

The 'administrative' or 'bureaucratic' model "questions whether managers are capable of making rational decisions" (Fulop & Lindstead, 1999. p. 299) and bases decision making on the actual behavior of the decision-maker. Simon (1960, in Fulop & Lindstead, 1999:308) recognises cognitive limits to human rationality and that "the decision making is likely to be influenced by non-rational, emotive and unconscious elements in human thinking". Incomplete information, time limits and group pressures are "thought to limit the optimising behavior so central to the rational model" (op. cite.).

As a result, decision-making is the product of 'bounded rationality' and 'disjointed incrementalism', which results in 'satisficing', where the best decision is made within the confines of imperfect information and 'mutual partisan adjustment' between parties. In the 'bureaucratic' model this process is then institutionalised for future problem solving.The 'garbage-can' model suggests that "decisions are really problems looking for solutions" (Fulop & Lindstead, 1999:299), emphasises both the "role of chance decisions and the concept of strategy as a stream of decisions" (Leonard, et. al. 1996) and rejects assumptions made by 'rational' and 'administrative' theories that, organisational objectives and the means of achieving them can be clearly identified.

Goals, methods and solutions are rarely obvious and many organisations exist in a perpetual state of 'organised anarchy' where decisions are made through circumstance rather then good planning.The 'political' model encompasses the role of powerful 'dominant coalitions' (Fulop & Lindstead, 1999) in making (or circumventing) decisions. Bolman & Deal (1991:186) characterise a 'political frame' view central to organisational dynamics, which consist of "political arenas that house a complex variety of individual or group interests".

Decisions emerge from political manoeuvring and bargaining amongst factions and interest groups with significant and 'enduring differences', who seek to control and appropriate the scarce resources. Power is seized when one faction controls a larger portion of the available resources than another, with organisational direction resulting from decisions made to satisfy the most powerful claimants or stakeholders in the decision. Such manoeuvrings may not be in the best long-term interest of the organisation but are often justified and evaluated with a short-term success.

In concusion it can be said that cultural and environmental circumstances could be as influential in determining the utility of a decision, as similarity and difference. Management theory is used to "generalise, to generate questions and invite criticism". To hold a theory as a doctrine, applicable unilaterally in organisational management "misunderstands the purpose of theory" (Billsberry, 1999:2). As such, Mabey, et. al. (1998) provide a useful decision making theorem. Works CitedBartol K., Martin D., Tein M. & Matthews G. (1999). Management: A Pacific Rim Focus.

McDraw-Hill: Sydney.Billsberry, J. ed. (1999). The Effective Manager: Perspectives and Illustrations. Sage Publications: London.Bolman, L. & Deal, T. (1991). Reframing organisations; Artistry, choice and leadership. Jossey-Bass: San Francisco.Ivancevich, J., Olekalns, M. & Matteson, M. (1999). Organisational Behavior and Management. McDraw-Hill: Sydney.Fulop L. & Linsead S. (1999). Management: A Critical Text. MacMillian, South Yarra.Mabey, C. & Salaman, G. & Storey, J. (1998). Human Resource Management: A Strategic Introduction.

Blackwell: Oxford.