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Managerial Decision-Making - Case Study Example

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Managers in majority of the firms or cooperatives are always expected to make the final decisions towards the success of the same (Driver, Brousseau and Larsson 111). There different types of managers with those who prefer to delegate work according to employee’s expertise and…
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Managers in majority of the firms or cooperatives are always expected to make the final decisions towards the success of the same (Driver, Brousseau and Larsson 111). There different types of managers with those who prefer to delegate work according to employee’s expertise and qualification, there are those who prefer to take priority work and assign the rest to their colleagues but whatever the case, all managers have a system that they follow to ensure that all the goals and objectives required by them are completed on the stated timeline. They are the decisions makers of their firms, and if any stakeholders of the same are not satisfied by the outcome the managers are the people responsible to fix the problem.
Managers use rational models, which suits them to make major decisions in their cooperatives. There are some rational processes that work when the models are used, but it does not mean that every good decision made must be from the models. There are times when the rational models cannot be used for a particular situation because each firm is different from the other, and it is a dynamic world where things are changing every day (Driver, Brousseau and Larsson 110). There is a need for change in the way managers make decisions to various particulars making it impossible to have standard decisions for every objective of a firm.
The rational models are useful to the obvious decisions made every day, but there is the need to have use other ways of ensuring that the mangers are in control in the same time allowing the rest of the employees an opportunity to prove themselves to their ability (Driver, Brousseau and Larsson 110). This ensures good working environment for everyone and success to the firm.
Work cited
Driver, Michael J, Kenneth R. Brousseau and Rikard Larsson.. Decision Making Style, 2006. New York: Adventure Work Press. Read More
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