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At this point in the course you should be well armed with the tools and knowledge necessary to make better-informed and rational choices. Apply that knowledge as you tackle one of the most important, and yet heavily subjective, of management responsibilities—the hiring process.
Assume you have been tasked with redesigning your organization’s hiring processes. Respond to the following:
- Select two of the six pitfalls listed below:
- Examine how you might change the process to avoid your selected pitfalls.
Influenced by initial impressions Justifying past decisions Seeing what you want to see Perpetuating the status quo Framing the hiring decision Overconfidence
Write your initial response in a minimum of 300 words. Apply APA standards to citation of sources.
By Consider the following in your comments:
- Use contradictions and counter examples supported by the assigned readings when responding to your peers.
- Question, disagree with, redirect, or ask your peers to rethink what they have posted and why.
- Briefly mention which points of the previous posting you are responding to in your comments.
| Assignment 2 Grading Criteria | Maximum Points |
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Initial response: Was insightful, original, accurate, and timely.Was substantive and demonstrated advanced understanding of concepts.Compiled/synthesized theories and concepts drawn from a variety of sources to support statements and conclusions. |
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Discussion response and participation: Responded to a minimum of two peers in a timely manner.Offered points of view supported by research.Asked challenging questions that promoted the discussion.Drew relationships between one or more points in the discussion. |
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Writing: Wrote in a clear, concise, formal, and organized manner.Responses were error free.Information from sources, where applicable, was paraphrased appropriately and accurately cited. |
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| Total: |
This course opened with the argument that as managers in an organization your most vital skills are analysis and decision making. Perhaps knowing what you now know, you can add to these vital skills the ability to recognize and repair the pitfalls, biases, and individual shortcomings that plague organizations and groups.
The role of the modern, and appropriately risk adjusted, manager is to fully reflect on the motivations and incentives that delay and undermine sound decision making and effective, objective management. Beyond this, you must understand how to deploy the tools you have learned to accurately assess risk/reward scenarios and to frame decisions in ways that quickly create sound and actionable alternatives.
Lastly, and most importantly, you must revisit how your own toolkits have been augmented and how some of your most important choices may be evaluated differently.
In order to achieve these goals you need to increase your knowledge a step further. Consider that in addition to all you have learned, speed, strategy, and a number of other factors play critical roles in your decision-making repertoire. Being a great decision maker must include the ability to make choices quickly, efficiently, and strategically. If not, you may run the risk of losing your competitive advantage.
In this module, you will learn that maintaining your competitive advantage requires not only precision but also speed. Choosing quickly demands that you keep a vigil over real-time operating information and rely on quick, comparative analysis to accelerate your decision making.
Great managers and decision makers resolve conflicts quickly and constructively. They rely on trusted, reliable counselors, not sycophants. Great, fast decision makers also use multiple alternatives and have backup plans—multiple options (frames) improve precision and offer a fallback position if the need arises. Finally, great decision makers incorporate the decision at hand with broader strategic considerations.
Ultimately, there is still one more role for the rational manager in organizations. That is, great decision makers facilitate great decision making.
As this course draws to an end, you will investigate ways in which you can bring structure and precision into your organization, striving towards your successes breeding success in others.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Speed and Strategic Choice: How Managers Accelerate Decision Making
Eisenhardt, Kathleen M
California Management Review; Spring 1990; 32, 3; ProQuest Central
pg. 39
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
Copyright © 2000. All rights reserved.
