Friday, February 15, 2013

Decision Making

Assessment cover sheet
Assignment 3
Personal case admit reflection
Adapted from original student work
by Learning Development © 2012

This report analyses a situation I faced as the production manager of local carry on company. The report indicates how failing to formalise and structure a ending-making puzzle out when under coercive and time- generate pressures can intensify personality traits and collar to decisional paralysis and anxiety. This report also reflects on how I whitethorn have contained the issues at the time if I had utilised faculty member concepts, models and frameworks to avoid the negative outcomes.

Due to company growth, I was required to make a decision about expanding our range of products, and testify the owner of the decision within two weeks. It could be expound as a non-routine and non-programmed complex decision (Malakooti, 2012). To be successful, this grammatical case of managerial decision requires a considered, rational approach derived from the tenet of inclusive utility (Betsch & Held, 2012). Therefore, to gather information applicable to the decision, I consulted with two experienced sales team managers, quarry and Alan. The owner directed the retail manager, Con, to moderate the decision in formal meetings.

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Through Con, the owner indicated that if a good decision was not made there may be a significant restructuring of roles within the organisation. In the following two weeks I was exceptionally stressed, and could neither forward reasonable information, nor achieve an outcome.

2.1 Stressors
The owners tacit threats to job and role security, communicated through Con, induced an excessive stress reaction in me. My cognitive processes took a central route to being persuaded of negative outcomes in what is referred to as the elaboration likelihood model (Gerrig, Zimbardo, Campbell, Cumming & Wilkes, 2012). Consequently, I expand my expectation and evaluation of negative ramifications.
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