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Decision-making: The cornerstone

Making decisions is the main activity of a manager. Any questions? Thank you very much.

As an old friend would say, that is precise and concise, no doubt, you can add?

And today's reflection is closely related to our image as an illustration because, although managers are primarily hired to make decisions in a number of questionable circumstances the level of authority that we have to carry out our primary mission-to make decisions-
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As they say, we are bound, have a stranglehold not only limits our actions but we could become our worst nightmare in a given time. For that reason, business owners or managers in organizations should regularly monitor the level of authority granted and the decisions that they hope will make their managers. Usually when you assess a situation encourages the manager to do, do, make and do. But it turns out if you need to have transportation or any other element of logistics, the manager simply tells area if not authorize anything can not grant the request. When negotiating discounts, payment terms, delivery forms .... how often flamboyant managers should call rushing to a director who often is busy (and not always in something important) to consult and get a yes or no. On top of all this, if we were to receive a counter-proposal, we begin to play the classic phone cut that generate so much stress and frustration.

precisely we have called everyday topics .... to this page because we intend to expose contrasting realities in most of the time with the ease with which these issues are exposed in management theory and even common sense. For what reason? Because they need to be constantly analyzed and remembered by those responsible for compliance so that everything works as expected it will work.

review is exciting again and again he landed in Normandy ... With many thousands of soldiers, equipment of all kinds, logistics, war tactics, intelligence, nature .... to imagine you "Ike" Eisenhower with usual terms of a manager as we are? Safely be said that not every day a Normandy, nor any of us Ike to our directory full powers to grant us sejemante command and historic military action. Just consider it a good exercise to draw an imaginary line from that reality to ours and thoughtfully analyze if what we have today or grant a level of authority is appropriate to what we expect in terms of decision making and we demand from our staff managers.

We recognize that in many cases, we meet with supervisors, managers or managers boasting of such attributes and yet would be surprised if we had to resort to them in a situation making real decisions. Abound, as some believe it is healthy that the public thinks they are there immediately to resolve what may arise. However, in most cases, decisions that can take just might be written in three or four lines on a blank sheet.

In many cases these positions are used hierarchical like dominoes as objects or obstacles racing to stop carrying a major complaint. We know that these situations are highly stressful when it comes to such a claim under the care phone or a telemarketer. Needless to say at the counter of an airline boarding being just minutes and more terrible, when we are dealing with an administrator or doctor on duty at a hospital for a seriously ill family member.

we return to the beginning ... is so clear and simple concept ... The decision making is the main task carried out by a Manager. We in our organizations to make this possible? And if you definitely do not want to take big decisions and that everything happens for ourselves, we continue to press as if we were giving them powers of Eisenhower? Let's face the issue frankly and define a clear policy on what we expect from our managers, thus achieve better results and ultimately achieve a better organizational climate for the good of all.

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Description and analysis of charges: Important factor for successful job performance

Definitely that each person has very clear what their jobs and expected of him is a success factor in any type of organization, whatever its size or specialty.

As sometimes noted, these concepts clearly received in college, however, on behalf of moving from theory to practice, or on behalf of the speed at which we move or turn to the only constant is change, we are exposed to abuse this and finally get results below what we could get.

As always a little appealed to the memory and the quaintness of some characters from TV, we could look at what we saw of children. In these series each character clearly had a role to play. With the odd tinge, program after program, was expected contribution of each one and therefore we were also confident that the outcome would be successful, with the good triundo. Although obvious, we should review again in first place if our people are entirely clear what to do and that by which it will undoubtedly be evaluated. A few days ago told me a case of a director of companies in the past six months has changed frequently wizard. After a first analysis, the first thing we found is that the people chosen were good but the high degree of uncertainty as to their specific tasks and differentiation of the urgent and important was constant generated by the removal of their own volition or will of the director of each of these people.

Just as often happens with conflicts of hierarchy. In military life may be easier because the ranges are clear signs of who at any given time is up or down and the solutions provided. For example Admiral Nelson was the Commander Lee was the commander of the submarine itself. There was a lieutenant commander, sergeants, corporals, etc ... It was common in cases of stress the situation was resolved with "Is an order", regardless of the freedom they had to exchange views before or during a decision process. However, this is a point that tends to be neglected. Many times over, sometimes by default. Particularly

all have to be clear on what aspects of our performance, we evaluated "primarily." To what extent contributions to weigh or measure any parallel activities are considered. Obviously there are many managers and directors who appreciate more the "ductility" of its executive on the assumption that this is good in what originally was planned to undertake. This point in particular should lead to reflection and to seek demarcate their best to get the best that each one can give.

Mr. Spock for example, had in his nature a compente application logic very marked and therefore when the "emotional" had some difficulty to handle situations, therefore exposure It was a rather moderate or taken as a challenge. Instead, Captain Kirk was good improvisation, but always involucarba to specialists when something very specific, either communications or medicine.

It is worth remembering the strong link between personality and character of our people with the specifications charge. I emphasize this because we tend to think that someone is commercial is the most appropriate for example to negotiate, however this does not necessarily always happen. Whatever the specialty, there are many persons who do not wish to be exposed to improvisation or things out of a plan or just your daily routine. Others on the other hand, can not wait to "emerge something" to get out of what they are doing.

not defend ourselves by saying it is "obvious" what is expected of them. Nor that their tasks were explained by who was an employee or older. Cerciorémosnos and even ask for opinion or deliberate, we could face both positive surprises and negative regard. With this clearer than usual, we will build more stable relationships and will be a key factor for the success of our professional performance.