| Papers [1-15] of 100 :: [Page 1 of 7] | | Go to page : 1 2 3 4 5 6 7 —> | Search results on "IMPROVING CREATIVE DECISION MAKING": |
|
|
Improving Creative Decision-Making, 2008.
An analysis of creative decision-making and how it can be applied to asmall to medium enterprise (SME).
1,431 words (approx. 5.7 pages), 9 sources, MLA, $ 47.95
»
Click here to show/hide summary
Abstract
This paper discusses the importance of improving decision-making within the context of organizations. It discusses businesses in both the public and the private sectors and the differences in creative decision-making between the two sectors. It looks at ways that the components of these two paradigms are somehow melded into a composite creative decision-making model that engenders the best of both solutions but results in an efficient, creative methodology with wide application for the small to medium enterprise (SME).
Outline:
Introduction
Biases and Creativity
Proposal
Threats and Opportunities
Conclusion
From the Paper
"TQM can provide even the SME with a broad framework within which to become more competitive and responsive to its particular marketplace. Without such a broad framework within which to implement the nexus for creative decision-making processes the SME can only implement change for creative input at the departmental or unit level but the organizational culture as a whole remains unchanged and unaffected. Creative decision-making processes are best introduced as part of the organizational culture itself where the belief in the change becomes an organizational value rather than just another page in the SME's employee handbook."
| |
|
Decision-Making, 2007.
This paper discusses the advantages and disadvantages of group decision-making versus individual decision-making.
1,590 words (approx. 6.4 pages), 3 sources, APA, $ 52.95
»
Click here to show/hide summary
Abstract
This paper states that some of the advantages of group decision-making over individual decision-making is that there are more resources, the work load can be spread evenly amongst all of the members of the group and there are more diverse viewpoints. The author points out that the disadvantages of group decision-making is that the process is more time consuming, there is more pressure to conform, and there is a possibility of unfair treatment and questionable leadership. The paper concludes that the type of organization and the kind of decision to be made determine whether it is better to use a group or individual decision-making process.
From the Paper
"...it is sometimes difficult to ascertain who's the boss or the leader. Imagine there being a football team without the head coach, or a marching band without a drum major. Those things can be in existence without the head coach and the drum major, but I guarantee that those entities will not be able to stay afloat for even a short period of time. It is imperative that the group come to a general consensus about who the spokesperson or leader for the group will be. Doing this will alleviate a lot of stress and eliminate the ambiguity in the group's assignments."
| |
|
Empowerment and Group Decision Making, 2005.
Considers how empowerment and participative decision making improves the decision making process within organizations.
2,300 words (approx. 9.2 pages), 7 sources, APA, $ 79.95
»
Click here to show/hide summary
Abstract
This paper considers how empowerment and participative decision making improves the decision making process within organizations. It looks at downsizing efforts that empower workers and the benefits to the organization of participative decision making.
From the Paper
"In recent years groups have become increasingly important in the American workplace as companies move toward fewer managers, more empowered workers and away from hierarchical organizational structures ..."
| |
|
Strategic Decision Making, 2005.
This discussion investigates strategic decision-making in project management organizations, focusing on the World Bank and UNESCO.
25,514 words (approx. 102.1 pages), 45 sources, MLA, $ 249.95
»
Click here to show/hide summary
Abstract
The research explores how corporations or organizations make strategic decisions in project management. The investigation focuses on organizations such as the World Bank and UNESCO providing a comparison of these two entities. Tje paper explains how the World Bank makes special use of the project life cycle which is composed of eight phases: Country assistance strategies, identification, preparation, appraisal, negotiation and board approval, implementation and supervision, implementation and completion and evaluation. It shos how the World Bank relies on various strategies and the board of directors in the decision making process. On the other hand, the paper explains how UNESCO relies on the general conference and the bureau of strategic planning to make decisions for the organization. Project management is specialized for each project. It also includes an objective and goal for each aspect of the organization. A SWOT analysis is made for both organizations. The discussion focuses on the key factors involved in making decisions. The research indicates the importance of feasibility studies for both organizations and the success of the projects that have been implemented. The literature review discusses project management, product management, benchmarking, strategic marketing and other components of strategic planning. In addition, the research investigates strategic decision-making as it relates to human resources including team training and the characteristics of a project manager. The strategies and marketing aspects of the organizational strategies are also investigated. Finally, the discussion focuses on future studies in areas of strategic decision-making and project management.
Outline
Abstract
Executive Summary
Chapter I
Introduction of Topic
Introduction
Background
Conclusion
Chapter II
Comparison of the World Bank (International Bank) and UNESCO
Introduction
On What Basis do Corporations or Companies Make Strategic Decisions in Project Management?
World Bank (International Bank)
Strategic Decision-Making and Project Management
SWOT Analysis
Strengths
Weaknesses
Limited Scope of Operations
Opportunities
Threats
Conclusion (World Bank)
UNESCO
Strategic Decision Making
Education
Objectives
Natural Sciences
Information Systems and Communication
Objectives
Social and Human Sciences
SWOT Analysis
Conclusion (UNESCO)
Man-made Limitations
Seasonal Factors
Institutional Factors
Comparison of Feasibility Studies between the World Bank and UNIDO
UNIDO
Successfulness of Projects
Chapter II Conclusion
Chapter III
Literature Review
Introduction
Strategic Management
Project Management and Strategic Decision Making
Project Management
Strategic Decision Making
Project Managers and Project Teams
The Role of Product Innovation and Development
Creativity
Benchmarking
Strategic Marketing and Planning
Chapter III Conclusion
Chapter IV Future Studies
Introduction
Future Studies
Chapter IV Conclusion
Chapter V
Discussion& Conclusion
Introduction
Discussion
Conclusion
References
From the Paper
"Strategic Decision Making has long been a part of the corporate culture. The need for strategic decision-making became evident after World War II; this will be discussed in detail in the literature review. Strategic decision-making is also essential because most organizations are now using project teams to complete certain tasks. Therefore, the ability of managers to make strategic decisions is important. In recent years, project management has become increasingly more popular. In addition, the importance of strategic decision-making has become more prominent. The development of new ideas and concepts has led many organizations to seek out project managers to implement the new innovative projects properly. There is evidence to suggest there is a shortage of project managers, which is a reflection of the changing corporate environment. To combat this shortage of project managers many business schools have begun to offer specializations in project management."
| |
|
Decision-Making, 2002.
An examination of the three major theories decision-making.
2,650 words (approx. 10.6 pages), 10 sources, $ 97.95
»
Click here to show/hide summary
Abstract
This paper provides an examination of the modern theories of decision- making. In this paper, the term decision-making refers to the process of achieving a desired outcome or outcomes through a group, rather than through the motions of an individual or a group. The implication of an analysis of group decision- making process is therefore extremely useful in respect to business strategies and social dynamics. This paper examines the decision- making process through addressing the origins and history of decision- making, as well as three specific examples of decision- making.
| |
|
Strategic Decision Making, 2007.
This paper investigates how senior management influences peers to adopt cultural change within a decision-making context.
5,854 words (approx. 23.4 pages), 7 sources, MLA, $ 140.95
»
Click here to show/hide summary
Abstract
The paper reveals that the strategic decision-making process is an essential part of the success of a company. The paper looks at factors such as risk tolerance and cultural background that influence the decision. The paper explains that risk tolerance is used to measure how many risks a business is willing to assume in the carrying out of organizational goals. The paper explores the role that cultural background plays in the decision-making process and shows how in certain cultures, the decision-making process can almost be predicted based on the cultural norms of the society. The paper concludes that that risk tolerances and cultural background influence the decision- making process of senior managers.
Outline:
Introduction
Strategic Decision Making and its Importance
Risk Tolerance
Cultural Background
Conclusion
From the Paper
"Strategic decision making is what separates successful companies form companies that are not successful. At every level of management that are decisions that must be made to ensure that the company is performing in the manner that it is capable of. With this being understood senior mangers have a unique responsibility in that the decisions that they make impact the decisions that lower level managers make which in turn affects the performance and direction of an entire company. As a result of this cause and effect relationship it is also essential that the strategic decisions that are being made are in congruence with the strategic goals and objectives that have already been established by the company."
| |
|
PMI Decision-Making Tool.
This paper discusses Edward de Bono's Plus/Minus/Interesting (PMI) decision-making technique, which can help managers to effectively improve their decision-making.
1,015 words (approx. 4.1 pages), 5 sources, APA, $ 35.95
»
Click here to show/hide summary
Abstract
This paper explains that planning using the PMI technique (1) gives managers a standard of measurement, thus allowing managers to determine if goals are being met; (2) helps managers to transform values and beliefs into specific coherent actions; and (3) allows limited resources like budgets and human resources to be committed in the most efficient manner. The author points out that, in the PMI technique, the T-chart is divided into three sections: plus (good points), minus (negative points), and interesting sections (points that are neither specifically good nor bad, but applicable, interesting, or have extended implications for the decision). The paper relates that the PMI may not be especially useful when a manager has few or no prejudices regarding a specific decision and already has a broad and nonjudgmental understanding of the problem; when a manager has strong existing biases, the PMI is especially useful.
From the Paper
"Small and large businesses, for profit and non-profit organizations, high technology and manufacturing businesses all require good decisions to be viable and successful. Further, in today's fast-paced and complex business environment, managers are often faced with difficult and sometimes seemingly unsolvable problems. As such, managers require decision making tools and techniques that are effective across a wide variety of situations. The Plus/Minus/Interesting (PMI) decision-making technique is one of most valuable and simple tools that managers can use to make effective decisions. Developed by Edward de Bono in his 1982 book, de Bono's Thinking Course, the PMI is essentially a thinking tool (PMI Edward de Bono's) that amplifies and improves on the common pro and con lists that many people devise."
| |
|
Group Communication and Decision-Making Methods, 2007.
A discussion regarding group communication and effective decision-making methods.
1,828 words (approx. 7.3 pages), 4 sources, MLA, $ 58.95
»
Click here to show/hide summary
Abstract
This paper provides an introduction to group-decision making methods and models. The paper reviews the best decision-making strategies groups can utilize to realize effective solutions to complex problems. The paper further explains how problem-solving methodology is utilized to reach consensus decisions among small groups.
Outline:
Introduction
Overview of Group Decision-Making Methods
Best Decision-Making Tactics
Problem-Solving Methodology in Group Settings
Cooperative and Competitive Group Resolution
Describe Group Issues in Creative Problem Solving
Behavior in Group Settings
Conclusion
From the Paper
"In a small group setting group processes that require improvement include situations where full group participation is not realized, especially when a majority vote is required for consensus. Other examples of situations where small group processes require improvement include those where unresolved arguments or conflicts exist that prevent group members from communicating clearly and addressing relevant issues at hand (Johnson & Johnson, 2000). In a small group process it is best not to consider certain members of a group or the majority as "winners" compared to the minority that may lose as "losers" as stated by Johnson & Johnson (2000) for this may "reduce the quality of the decision" (Foundation Coalition, 2007) and diminish the effectiveness of the resolution. Competition should not be the primary focus of a group decision-making setting because this will not lead to solution-oriented thinking. Rather than focusing on the problem that requires solving, group members are more likely to entertain themselves with methods they can employ to "win" other members of the group to their line of thinking or problem-solving methods."
| |
|
Decision Making in the Workplace, 2004.
Evaluates different deployments of the rational and organizational decision making approaches in the same workplace scenario.
937 words (approx. 3.7 pages), 2 sources, APA, $ 33.95
»
Click here to show/hide summary
Abstract
One of the key aspects to being a good manager is being a good decision maker and a good facilitator of decision making between others. However, although this statement may seem to be a cliche, like so many cliches about demonstrating strong leadership and business acumen, it bears a certain level of scrutiny when put into real world terms. This paper asks what happens when one must negotiate and mediate in the real world. It shows that, in these cases, there are two dominant paradigms every business manager must take into consideration, namely, what is economically feasible and good business sense, and what is ethically coherent with the company?s philosophy and American law. This paper applies two available decision making models that satisfy both of these aspects, the rational actor decision-making model and the organizational processes decision-making model.
From the Paper
"In other words, quite often decision making in the work force cannot presume that all conflicts have a rational basis, or that all mediate decisions made thusly can simply regard the quantitative and qualitative data that may be at the roots of a particular conflict. Decisions may ideally come from identifying relevant criteria, cause and effect beliefs, and different evaluations of proposed alternatives. However, if even from a purely rational basis conflict may result in all three areas, when conflicts in the workplace assume because of long-standing tensions, human resource management becomes even more difficult in achieving decisions that are mutually amicable for all parties."
| |
|
Decision-Making Process, 2004.
An analysis of how personal, organizational, and cultural values can affect the decision-making process.
848 words (approx. 3.4 pages), 3 sources, MLA, $ 30.95
»
Click here to show/hide summary
Abstract
Whether they are personal, organizational, or cultural values, these values not only define ethically acceptable boundaries for the decision-making process, but also steer the individual towards the most socially accepted decision. Given this significance, the paper discusses how cultural values affect the decision-making process. The paper explores the relationship between organizational values and personal values and investigates how this affects decision-making and organizational commitment. Finally, the paper examines an example of how core values in the United States Air Force affect decision-making for its troops .
From the Paper
"Finegan (2000) investigated the relationship between organizational and personal values and how these affected the decision-making process, as well as organizational commitment. Both employees and organizations share one fundamental characteristic, ?values?. These evaluative standards are used to discern between ?right? and ?wrong? or to assess the importance of preferences. It is not surprising that an employee would be more comfortable working in an environment that is consistent and supportive of his or her own personal values. And, as anticipated, through the use of hierarchical multiple regression analyses, Finegan found that an employee?s perception of organizational values positively affected their commitment level. When personal values align with organizational values, the employee is typically more devoted and more productive. However, in addition to this commitment level, aligned values positively affect the decision-making process as well, which also positively affects productivity."
| |
|
Non-Profit Organizations and Decision-Making, 2008.
An analysis of decision-making and leadership skills in a non-profit organization.
3,507 words (approx. 14.0 pages), 22 sources, APA, $ 98.95
»
Click here to show/hide summary
Abstract
This paper analyzes how better decision-making can assist non-profit organizations. It discusses the areas of systems thinking, action research and intergovernmental relations with respect to decision making in non-profit organizations. The paper then looks at these issues in terms of theory, research and practice for the organizations.
Outline:
Action Research And Decision Making
Decision Making And Systems Thinking
Leadership
Conclusion
From the Paper
"Additionally, evaluating systems or taking action based on the results of research supports the function of the organizational leader as a "hands-on" element of the company. When the leader is also a manager, this "hands-on" approach is supported by a thorough understanding of the issues that impact non-profits and the resolutions that may be required to achieve the optimal results. The research indicates, therefore, that throughout the business world leaders are a significant factor in the success of the organization. In the non-profit sector, however, manager-leaders are preferred because of the combination of professional traits that will support the ability to overcome obstacles identified in relation to the organization. The research also indicates that two important functions of leaders are to facilitate action in response to issues and to motivate stakeholders to support those actions on a continual basis. Both action research and systems thinking allows effective manager-leaders to take action that leads to accurate decisions, while at the same time ensuring that there is widespread support of those decisions by all organizational entities."
| |
|
Emotions and Feelings in the Decision Making Process, 2001.
The role of culture, emotions and feelings in the decision making process as defined by the consumer psychology paradigm.
4,632 words (approx. 18.5 pages), 15 sources, $ 119.95
»
Click here to show/hide summary
Abstract
This essay explores the emotions and feelings in the decision making process. It does this by first defining what is meant by the decision making process. It then looks at emotions and feelings in consumer psychology, relating how this impacts on the decision-making process. The essay also views the role of these emotions and feelings in the decision-making process in the South African context, and discusses various ways in which emotions and feelings can be used in a marketing strategy to enhance marketing communication (i.e.: the combination of advertising, the sales force, public relations, packaging and any other technique in which that the company provides itself and its products) and a company?s total product (i.e.: the entire set of characteristics involved in the marketing strategy).
From the Paper
"The most perverse and influential assumption in consumer behavior research is that a decision making process precedes purchases (ie: that the consumer goes through a complex process of deciding what and where to purchase, before the actual purchasing itself). Many definitions of the decision making process exist, but most agree that two or more actions occur within it and, therefore, choice must occur. In addition, individual consumer?s ?evaluative criteria? facilitate the forecasting of each alternative?s consequences for the consumer?s goals or objectives. Further, the chosen alternative is determined by an evaluative procedure, and information sought from external sources or retrieved from memory is processed in the application of this evaluation process (Olshavsky & Granbois, 1991). Interestingly, there is evidence that a significant proportion of purchases may not be preceded by a decision process, and that for many purchases, a decision process never occurs."
| |
|
Decision-Making Model Analysis, 2007.
A look at the analytic hierarchy process of decision-making and how it was used by the writer in a recent job-related decision.
989 words (approx. 4.0 pages), 3 sources, MLA, $ 35.95
»
Click here to show/hide summary
Abstract
This paper describes a particular decision-making model and explains how the model was used by the writer in a recent job-related decision. It shows how critical thinking also impacted the decision. The paper lists the three phases and seven steps of the analytic hierarchy process and discusses how it was applied to the writer's job as a category manager for a food service distributor.
Table of Contents:
Abstract
Decision-Making Models
Decision-Making Model
Analytic Hierarchy Process
Application of Analytic Hierarchy Process
Decisions and Critical Thinking
Conclusion
From the Paper
""Decision-making is the cognitive process of selecting a course of action from among multiple alternatives" (Wikipedia 2005). The effect of the decision-making process will result in a choice. The choice may be derived through rational or irrational reasoning as well as factual basis or assumptions. Businesses today will invest the time and money necessary to train associates in critical thinking skills as well as decision-making models. A common decision-making model is the Analytic Hierarchy Process."
| |
|
Decision-Making Models.
This paper applies various decision-making models to the funeral home industry.
1,150 words (approx. 4.6 pages), 4 sources, APA, $ 39.95
»
Click here to show/hide summary
Abstract
This paper explains that a decision-making model helps a decision maker to structure the process by which he or she makes a decision; a good funeral director must be prepared with a number of models to help him or her make appropriate judgments in difficult situations. The author points out that conflict is the root of most decision-making difficulties, and there will always be conflicting factual and emotional evidence in any decision one is faced with on the job. The paper relates that the organizational model decision-making construct allows the funeral director access to the most accurate cause and effectual information; thereby, consulting the individual's will or other instruction regarding the deceased's desires and then negotiating between the participants involved by applying a flow approach to the decision using the steps of framing, deciding, communicating, implementing, and evaluating.
From the Paper
"When making a decision in the real world, it's a common and popular method to diffuse conflict by saying, 'oh, it's not a matter of life and death.' However, when a funeral director is making decisions regarding the most appropriate methods for his or her actions on a daily basis, or in a difficult situation at a funeral home, it is a matter of life and death. It is a matter of death because of the nature of the subject matter of the profession. It is a matter of life for the dead person's loved ones and relatives. The deceased and the living both have needs and wishes that are at stake, regarding the final obsequies for the individual who has passed on."
| |
|
Leadership and Decision-Making, 2007.
An analysis of CEO William S. Stavropoulos' successful leadership and decision-making abilities.
1,176 words (approx. 4.7 pages), 5 sources, MLA, $ 40.95
»
Click here to show/hide summary
Abstract
The paper discusses how William S. Stavropoulos has managed to reorganize the leadership and decision-making structure of Dow Chemicals during his time as CEO. The paper explains why Stavropoulos has been considered an effective leader and decision-maker. The paper explores his belief that vertical leadership and shared leadership are positively associated and that they are not mutually exclusive. Stavropoulos believes that one person can no longer be expected to fully grasp all of the intricacies that enter into the decision-making process. The paper discusses leadership in general and explains that it is a deferral of the decision-making process from a group to an individual. The paper also looks at the two main ways in which shared leadership can be developed.
From the Paper
"Leadership, in many respects, is a deferral of the decision making process from a group to an individual. This can make the process far more efficient, but it also runs the risk of reaching the wrong conclusions. The military, for example, requires the most expedient form of decision-making--indecision can cost lives. Therefore, for ages humans have endorsed the practice of assigning military rank; a system where orders are to be followed without question and without hesitation. However, people are not machines."
|
|
|
