decision making is crucial to an organisation's success. Discuss?
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"In the words of the ancients, one should make his decision within the space of seven breaths. It is a matter of being determined and having the spirit to break through to the other side."\n\nThis is my favourite quote from Ghost Dog: The Way of the Samurai - a Jim Jarmusch film.\n\nDecision making is absolutely crucial to an organisation's succuss. Many times, decisions must be made in an instant.\n\nCheers,\nAlister\nhttp://www.MarketScience.com.au
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'CHANGE IS DA ONLY PERMANENT THING'. and research is what make you change things rather develop things. Importance of Research in management of purchasing, logistics and business in general is critical. Contemporary business world is facing cut throat competition, every customer has one demand LOW PRICE HIGH QUALITY PRODUCTS. To satisfy this customer need we have to be on a lookout on new ways and means of improvement in overall business. Purchasing and Logistics are to very important factors of business and it can make a big difference in your business, therefore, research on both is very important to stay competitive in the business. We have to improve the delivery times at very affordable costs and we have to have very qualty/reliable inputs to make our products reliable. We cant get away without concentrating on all these aspects.
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1. Competence \n You are knowledgeable in the subject areas relevant to your organization's success; \nYour knowledge is seasoned and tested; \nYou are successful, with a winning track record. \n\n2. Integrity \n You keep your word ... always; \nYou do what is right ... always; \nYou are truthful in your words and actions; \nYou do not tolerate "looking the other way"; \nYou choose the more difficult right over the easier wrong; \nYou have in-depth understanding of others and connect with their struggles to know their own limitations - often this comes from experiencing deep, personal loss and pain, which helps you to gain humility; \nYou guard your principles and convictions; \nWhat you do is a demonstration of who you are; \nYou are honest and admit mistakes. \n \n3. Values \n You establish clear statements of the organization's values to guide the behaviour of employees; \nYou live your organization's values; \nYou audit the organization's adherence to its values; \nYou demonstrate social responsibility to the greater community. \n\n4. Vision \n You have a clear picture of your organization's vision and direction; \nYou foster the development of a common vision for your organization or department; \nYou have a strong sense of direction; \nYou have well-thought-out plans to achieve; \nYou accept public accountability to achieve the plans; \nYou are committed to continuous growth. \n\n5. Passionate Commitment \n You engage people's hearts, emotions, and passions to achieve the organization's vision; \nYou inspire people to work at their full capabilities; \nYou create enthusiasm and a desire to excel; \nYou expect positive results; \nYou have high and sustained energy; \nYou persevere to see plans through to completion. \n\n6. Decisiveness \n You demonstrate sound analyses and timeliness; \nYou have the courage to take risks to achieve superior results; \nYou recognize that decisions are judgements, not consensus on the facts; \nYou make decisions when faced with opportunities. \n\n7. Effectiveness \n You focus on results versus tasks, techniques, and tools; \nYou build on strengths - your people's and organization's resources - not on weaknesses; \nYou work efficiently, making good use of priority and time management tools; \nYou achieve superior results and routinely exceed expectations. \n\n8. Understanding of People \n You listen; \nYou know, respect, and value the concerns and capabilities of others; \nYou care about employees' successes and growth to reach their potential; \nYou are concerned for your employees. \n\n9. Team-Building \n You earn the respect of others; \nYou create group commitment to achieving collective goals; \nYou state expectations with clear specific directions and priorities, resources, limits, measures, and results; \nYou empower others to accomplish results; \nYou guide and support; \nYou address non-performance and conflict; \nYou stimulate employees to reach their potential; \nYou encourage joy in work; \nYou assist employees to change with grace; \nYou encourage contrary opinions; \nYou provide challenging assignments; \nYou acknowledge and show appreciation; \nYou develop future leaders. \n \n10. Self-Confidence \n You are willing to face reality; \nYou are sure of your capabilities; \nYou are comfortable and clear about your limitations; \nYou have a strong sense of your worth. \n\n11. Continuous Learning \n You thirst for new knowledge; \nYou vigorously seek new ideas.
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How to make snap decisions that are right on target. I find that I have to think about things before making the right decision.
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The personnel you have in your company is one of the most important thing(resource), if not the most important, when  you start to make a plan you have to know what kind of people do you have, their knowledge and capacities. You have to know  their abilities(skills) because is very import how you distribute them, where is going each one does his best job, besides communication and participation of them in the plan, sometimes your people can give you greats ideas or correct big mistakes,And because when some body participate in something became a part of it .\nYou can t make any plan if you don t count with the correct people, your plan could be fantastic, but if your people  aren't the adequate , the plan will fail
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It in business's, hmmmm, let me think, YEAH! The deciding factor in how well and organised your business is gonna be?
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grasping your philosophy can help speed up your decision making.
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Conceptually, this is a simple task.  Identify the business unit's core process while simultaneously identifying the problems with it.  Determine the problem with either the greatest ROI (if cash is immediately required), maximum visibility (if you need to establish credibility), or least risk (if you doubt top management support) and fix that one first.\n\nIn reality, this is very difficult if not impossible for someone inside an organization to do because of questions about management support, access and control over available resources, political resistance, etc.
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Ok Management is stroger, but you have to think also about the development. Management can be a boss but you have to know how to development and know all about the resources for doing a successful plan to a project :-)
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"competitive success review"
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it's the most important thing in business!
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Well, if the strategic management is effective, the corporate performance is improved and profits increase. 'Strategic Management' is making sure an organisation moves in the right direction. It's a very general question, though.
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As much as modern organizations would like to think things have changed, in reality the organizational pyramid is alive and well, with the workers on the bottome, supervisors in the middle, and managers on top.  While there is some cross functional work meaning managers doing tasks(remember the typing pool and "take a letter" days) the vast majority of decision making regarding the goals of the organization, future outlook, rules and regulations, are still done by upper management.  Organizatons tout the idea that "it's their people that make the difference" yet in reality, "their people" are no better than anyone else's people.  For all the hoopla about pushing decision making to the people closet to the work, for cross functional teaming, for empowering the worker, look around and see if that is really occurring where you work.  Modern Times still makes us laugh because not much has changed and the modern worker can relate to it, just as the worker 70 years ago did.
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pick and choose and make a DECISION
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It is what key decision makers rely on when making decisions on allocating capital, so to answer your question, better informed managers make better decisions and create a better widget or widget service.\n\nAccounting information system provides checks and balances to help ensure that results are accurate and consistent.
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Because there is more at stake...and more to lose if you make a bad or wrong decision. Decision making gets more difficult because there are more decision and important choices to be made and they are more consequences attached to the process
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It depends on the situations and the cultural settings.\nAttitudes ,values and lifestyles are fast changing and replacing with new ,especially with reard to people living in highly industrialized cosmopolitan and dynamic societies. \n\nSelecting the right tools& techniques to extract the information from tbe Target population on various VALS parameters required for decision making (strategic planning) is the main problem. Moreover,it requires a practical psycho-sociological approach to understand and address various issues involved .\nThe right segementation of the target population based on the Psychographic traits & charecterstics is extremely important in this case.  To sum up, If someone is able to gather qualitative and wholistic information that can be validated ,VLAS would make an excellent tool for strtegic decision making.