Decision Making Process at Exxon Mobile Security - Case Study Example

 Abstract This paper aims to present an important decision recently made at Exxon Mobile Security. The steps involved in the decision making process would be assessed in terms of its applicability in the scenario at hand. The decision, per se, would be critiqued in terms of its strengths and weaknesses. Finally, an evaluation of any dissonance that possibly emerged from the decision making process would also be identified. Introduction All individuals are faced with situations that require making a decision. Even children, at very young ages, are given the opportunity to choose from among a set of simple alternatives: toys, food, clothes, books, or activities. As people age, their roles in life become diverse and more choices and decisions have to be made in the light of day-to-day endeavors and pursuits. It is in this regard that this paper is written to present a significant decision-making scenario recently undertaken at Exxon Mobile Security in my capacity as Shift Sergeant for the Security Department. The steps involved in the decision making process would be assessed in terms of its applicability to the scenario at hand. The decision, per se, would be critiqued in terms of its strengths and weaknesses. Other factors, such as the participation of supervisors, co-workers, and/or employees in the decision-making process would be assessed. Finally, an evaluation of any dissonance that possibly emerged from the decision making process would also be identified. Decision Making Process Different studies present varying models of a typical decision-making process depending on their perspectives. Some models follow eight steps, others five. For purposes of making intuitive choices, I structurally follow six steps in decision making. The six steps of this natural, intuitive decision-making process, according to Ethics Resource Center (2009) are: “Step 1: Define the problem; Step 2: Identify available alternative solutions to the problem; Step 3: Evaluate the identified alternatives; Step 4: Make the decision; Step 5: Implement the Decision; and Step 6: Evaluate the decision”. Step 1: Define the problem. Initially, I was faced with a situation where one of my subordinates, a security personnel, who was scheduled for regular work on a 10:00 PM to 6:00 AM slot, requested for a change in schedule due to emergency reasons. His wife called in early at 8:00 AM and informed the appropriate channels that the security personnel had to undergo immediate surgery for appendectomy. Therefore, he would be on emergency leave for five days. I was immediately informed of the situation and necessary changes in shift schedules have to be reviewed to fill in the temporary vacancy. Step 2: Identify available alternative solutions to the problem. As the Shift Sergeant, I am fully aware of the schedules of all security personnel. I need to determine the feasibility of the following alternative courses of action: a. Recall a security personnel on scheduled vacation leave. This option calls for determining a personnel on leave during the five-day period, who I can recall for emergency purposes and who I would request to report on the specified 10PM to 6AM schedule for five days. After which, he can resume his leave. b. Require overtime for current security personnel. I can try to utilize security personnel to extend their shifts to at most four hours. Security personnel from the PM shift could extend from 10PM to 2AM and AM shift personnel could be requested to report four hours early (2AM instead of 6AM). c. As Shift Sergeant, I can temporarily take the place of the security personnel who would be on emergency leave. Step 3: Evaluate the identified alternatives. The first alternative would entail some time and effort to locate and contact the security personnel on vacation leave. This option’s viability depends on where he is spending his vacation, the time he could return, the persons to be affected by his return, and other pertinent factors. The second alternative means additional costs in terms of overtime pay for the company. In addition, extending the shift of the personnel might diminish their productive performance during the extended hours because this means they have already rendered a full eight-hour service and requiring extended time is tantamount to a twelve-hour work performance. The quality of work during the extended period might be compromised due to biological risks. In the third alternative, I am already on duty on the same shift hours and I am well aware of the responsibilities and tasks required of the job. Further, it would not compromise any of my responsibilities as Shift Sergeant because of the similarities in tasks and the other managerial functions could be accomplished on my lean time. Step 4: Make the decision. Although the review and assessment of the alternative courses of action were principally done by me, as the Shift Sergeant, it is still my responsibility to inform the following: (1) the human resources department to advise them of the emergency leave, the temporary vacancy to be filled, and the options; and (2) the head of the security department (my immediate superior) to apprise him of the situation, the alternative courses of action, as well as my proposed decision. The choice from among the three alternative courses of action is slimmed to either the first or the third alternative. Since this is an emergency case, the best alternative which entails the least cost for the company is the third alternative, where I temporarily take the responsibilities of the security personnel on emergency leave. Step 5: Implement the decision Since the decision required me to take over the responsibilities, the only other persons to be informed in this regard are those mentioned in step 4: human resources and my immediate supervisor. No other preparations are to be made since I am already assigned in that shift, and I know the basic tasks to be undertaken. If, however, any of the other two alternatives were decided on in this case, the implementation stage needed orientation for the security personnel who would take over the responsibilities of the one on emergency leave, in addition to informing my superiors. Step 6: Evaluate the decision. This stage actually concurrently answers the critique requirement of my decision approach. The decision would be evaluated and considered effective or correct if it accomplished the following: (1) it solved the problem of temporary vacancy for five days; (2) it provided a continuity of work flow without disrupting the standard operating procedures; and (3) it provided the least cost alternative with least conflicts or dissonance. Since the decision achieved all three, I conclude that the decision was efficiently and effectively undertaken. Thereby, there was strength in my decision-making after considering the following concerns: (1) I was in the appropriate capacity of being knowledgeable with the schedule of all security personnel at Exxon Mobile; (2) I was able to decide at the most appropriate time without displacing anyone from the security workforce and not creating any dissonance or conflict. In conjunction, I realized that by selecting alternative one, I could have created dissonance in terms of recalling someone who is currently on scheduled leave. It could have created discomfort and dissatisfaction on the part of the security personnel and also on my part, as the leader accountable for shift schedules. In alternative two, there would also be dissonance by requesting two security personnel per day to render overtime work. As briefly described, it could create diminished productivity and work performance due to the longer hours that would be required from the extended service. By selecting alternative three, it eliminated any form of dissonance and even provided me with the opportunity to review the current responsibilities and requirements of the job by temporarily taking over the assigned tasks for five days. The weakness or flaw that seems eminent in this case is the lack of participation from supervisors, co-workers, and/or employees in the process. I opted not to include other colleagues in my decision making process, except to advise my superiors, as a matter of courtesy and according to the channels of command, because of the urgency of the matter and the familiarity with the alternatives. Being in charge of shift schedules, I am in the most competent position to decide who among the remaining security personnel, me included, should temporarily cover for the security personnel in emergency leave. If, in case, after consultation, the superior disagreed with my decision, then, other options should be evaluated to conform to the supervisors’ recommendations – after proper consultation with other channels involved. This would put me back in Step 2, which is evaluating other alternative courses of action and considering other factors, including evaluating possibilities for dissonance, costs associated with each alternative, the time element needed to make the decision and the other security personnel who might be affected by the decision to be made. Conclusion Knowledge of the steps in decision making is not an assurance that the decision maker would choose the most appropriate alternative in all circumstances. It only serves as a guide for decision makers to consider all relevant factors before coming up with the most appropriate choice. The most important lesson one must be aware of is that individuals learn from the experiences that they encounter. Scenarios requiring solving problems should be taken as opportunities to enhance one’s skills and strengthen one’s abilities to face whatever challenges the future brings. Work Cited Ethics Resource Center. (2009). PLUS: The Decision Making Process. 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