What is the decision-making? what is follow Guidelines for Effective Decision making? How to make a effective decision making? What things in mind for time of take decision for business or our personnel life? In this article we should know everything for Guidelines for Effective Decision making ?
Decision-making is an arduous task. A successful and correct decision is gratifying to the decision maker but he also experiences frustration when he faces ill-structured and uncertain situations and when his decision fails to achieve the decision objectives.
Managers must make decisions as it is their most important responsibility to their organization. They cannot afford to display an attitude of sailing around the world without landing and talking about a subject without getting it.”
The success of an executive depends on his ability to make the right decision at the right time and to pursue its effective implementation.
Guidelines for Effective Decision making
The following guidelines are offered as an aid to effective decision making.
- Define the Goals
- Ensure that the Decisions Contributes to the goal
- Adopt a Diagnostic approach
- Involve Subordinates in Decision-making Process
- Ensure successful implementation of the decision
- Evaluate the results
- Be flexible
1. Define the Goals
The decision-maker should define the goals that he seeks to achieve by making a decision. The goal of a decision is derived from his objectives which in turn are a part of the total organizational objectives. Thus, the goal of a decision should be compatible with the contribute to larger goals.
2. Ensure that the Decisions Contributes to the goal
Once the goal has been determined, it becomes the criterion for making the decisions, as well as for evaluating its results. Often, an executive seeks to achieve not one but more than one goals through a decision.
The goals may not always be compatible. It requires the decision maker to balance the conflicting goals in such a manner that he can achieve all the goals simultaneously.
3. Adopt a Diagnostic approach
A decision-marker has to be a diagnostician in many ways, He has to identity and define the problem. Further, he has to diagnose what and how much information is relavant to the problem being attacked, and where he will get it.
Development and evaluation of alternative also require daignostic abilities. He also has to diagnose the surrounding situtation comprising the internal and external environmental forces.
4. Involve Subordinates in Decision-making Process
Involvement of subordinates in decision-making process serves many purposes. It improves the quality of the decision, particularly if the decision-maker does not possess all the special abilities required for making a particular decision.
The most important stage at which subordinates participation can evaluation of alternative solutions to problems. Those who participate in making a decision tend to become ego involved in it, and thereby committed to its successful implementation.
5. Ensure successful implementation of the decision
Event he best decision will not yield satisfactory results unless it is implemented effectively. Successful implementation of a decision significantly depends on the extent of understanding of the decision and its implications, and motivation of the subordinates who have to carry it.
He should also be able to know when and what kind of guidence is needed by them, and be willing to extent it to those who need it. He can be more effective if he successfully welds his subordinates into a team with himself as the team leader.
6. Evaluate the results
7. Be Flexible
The decision-maker should adopt a flexible approach not only in making the decision but also after the decision has been put into implementation. If is not yielding the desired results, he should modify, discard or replace it with another decision which may produce better results.
At last words of article Guidelines for Effective Decision making, we observe that an Successful implementation of a decision significantly depends on the extent of understanding of the decisions and its implications and motivation of the subordinates who have to carry it.