Group Decision Making - Essay Example

Group Decision Making The objective of the essay is to proffer issues pertinent to group decision making by focusing on experiences with group decision making in a professional setting. One successful and one unsuccessful experience would be identified. Likewise, the reasons for the group’s good or poor performance, drawing from concepts in the course readings would be identified and discussed, accordingly. Group Decision Making The study of group behavior has evolved from various disciplines originating among social scientists to organizational management. Contemporary studies of group behavior recognized the need to understand the relationships between group members and different factors affecting their development as a participating and performing team. There are studies which support the concept that groups influence work behavior. A group is composed of individuals working together towards common goals by interacting with one another and utilizing appropriate resources. They need a certain period of time for common interests to be discussed, explained and internalized so that stability and efficiency would ensue. From the cohesiveness that a group develops, certain level of performance is achieved. It is therefore the objective of this paper to proffer issues pertinent to group decision making by focusing on experiences with group decision making in a professional setting. One successful and one unsuccessful experience would be identified. Likewise, the reasons for the group’s good or poor performance, drawing from concepts in the course readings would be identified and discussed, accordingly. Group Decision Making A group is composed of individuals working together towards common goals by interacting with one another and utilizing some resources. They need a certain period of time for common interests to be discussed, explained and internalized so that stability and efficiency would ensue. According to Martires & Fule (2000, 109), “many specific roles can be categorized according to the actual behaviors of the group members. Group-building roles lead the group toward positive member interaction and interpersonal behavior”. 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, one structurally follows 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”. Define the Problem As the leader of the group of security personnel, one was faced with a situation where one of the group members, 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. The group was immediately informed of the situation and necessary changes in shift schedules have to be reviewed to fill in the temporary vacancy. Alternative Solutions The Shift Sergeant is fully aware of the schedules of all security personnel. The group needs 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 can be recalled for emergency purposes and who would be requested 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. The group 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. The Shift Sergeant can temporarily take the place of the security personnel who would be on emergency leave. 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, the Shift Sergeant who was already on duty on the same shift hours was well aware of the responsibilities and tasks required of the job. Further, it would not compromise any of the responsibilities because of the similarities in tasks and the other managerial functions could be accomplished on lean time. Make the decision The review and assessment of the alternative courses of action were principally worked out by the group of security personnel with the leader coordinating the decision making process. However, it is their 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 (immediate superior) to apprise him of the situation, the alternative courses of action, as well as the 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 the Staff Sergeant temporarily take the responsibilities of the security personnel on emergency leave. Implement the decision Since the decision required the Staff Sergeant 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 the Staff Sergeant was already assigned in that shift, and knows 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 the superiors. Evaluate the decision This stage actually concurrently answers the critique requirement of the group’s 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, it could be concluded that the decision was efficiently and effectively undertaken. Thereby, there was strength in the group’s decision-making after considering the following concerns: (1) the leader was in the appropriate capacity of being knowledgeable with the schedule of all security personnel; (2) the group was able to decide at the most appropriate time without displacing anyone from the security workforce and not creating any dissonance or conflict. Unsuccessful Decision The group realized that by selecting alternative one, a dissonance could have been created 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 the part of 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 the Staff Sergeant with the opportunity to review the current responsibilities and requirements of the job by temporarily taking over the assigned tasks for five days. If, in case, after consultation, the superior disagreed with the group’s decision, then, other options should be evaluated to conform to the supervisors’ recommendations – after proper consultation with other channels involved. This would put the group 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 Groups have to be planned not only in their formation but more so in their development for them to be productive and efficient. Each team undergoes varies stages of development depending on their size and objectives. The extent of cohesiveness that a team develops influences the level of performance of a group. High performing teams are influenced by factors such as mission, roles, leadership, communication, decision-making, systems/procedures, climate, rewards, and competence. It is learning how these teams evolve from a basic structure composed of individuals to a complex, performing team that makes theoretical applications of group development worthwhile. 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 and groups 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. References Ethics Resource Center. (2009). PLUS: The Decision Making Process. Retrieved on 30 June 2010 from Martires, C.R. & Fule, G.S. (2000). Management of Human Behavior in Organizations. National Bookstore. Read More