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Sometimes social influences and societal pressures can influence decision making for the better and sometimes for the worse. In addition to these pressures, there are risks that need to be evaluated and measured when making decisions. In this assignment, you will reflect on decisions you made using social influence, persuasion, and risk taking that went awry.
Examine a time when you were involved in decision making that went awry as a result of protocols, social norms, or persuasive techniques. If you do not want to use an example from your business or personal experience, you can select a journal article on which you can base your assignment. Here are some key words to help you find an article for this assignment:
- Decision making
- Risk taking
- Persuasion
- Social heuristics
Write a 3–5-page paper in Word format that addresses the following:
- Describe a decision-making scenario using your business experience, personal decision making or cited journal article; include an example of the decision-making process, describe the risk, and whether persuasion was used. What were the social heuristics?
- Explain the incentives in this scenario. Were they effective?
- Identify the risks and the potential decision biases in your scenario. Propose the corrective steps that should have been taken to overcome these biases. If a risk assessment was conducted how did this affect the decision-making process?
- Analyze your scenario for what happened in terms of social heuristics. Explain how decisions were made and the social factors that shaped the decision-making environment.
- Discuss the greatest challenges to sound decision-making in your scenario.
- Critique the decision-making process used by the sponsor(s) and leader(s) of the decision. Identify the mistakes made by the sponsor(s), leader(s), and team members or others impacted by the decision during the implementation of the decision.
Support your statements with scholarly references and appropriate examples. Apply APA standards to citation of sources. Use the following file naming convention: LastnameFirstInitial_M2_A2 .
By Sunday, June 23, 2013, deliver your assignment to the M2: Assignment 2 Dropbox.
| Assignment 2 Grading Criteria | Maximum Points |
| Thoroughly evaluated the decision-making situation, the social heuristics involved, and the decisions they made including proposing corrective steps that should have been taken. | |
| Articulated the greatest challenges to sound decision making in your scenario. Included decision biases and risk assessment. | |
| Critiqued the decision process used by the sponsor(s) and leader(s) of the decision. Identified the mistakes made by the sponsor(s), leader(s), and team members or others impacted by the decision during the implementation of the decision. | |
| Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation. | |
| Total: | 100 |
Turnitin Originality Report
JHeineken_M2_A2 x
by Jesse Heineken
From M2: Assignment 2 (Management Decision Models | B6025-P R03)
- Processed on 17-Jun-2013 5:56 PM HST
- ID: 337014856
- Word Count: 959
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paper text:
Running Head: DECISION MAKING GONE AWRY Decision Making Jesse Heineken Instructor: Jeff Ritter Management Decision Models 06/15/2013 Introduction
2Managers can be taught how to implement better decisions. They also require supportive environment, where they will not be, unfairly censured for making wrong decisions and will get proper support from working mates and superiors. An environment of criticism and fear suffocates risk taking and creativity, managers will replicate by playing it safe, to decrease the risk of criticism which reduce the business effectiveness in replicating to market changes. It may also mean managers take too much time trying to pass the censure around
instead of
1running the business. Decision-making increasingly takes place at all levels of a business. The board of directors may implement the grand procedure resolution about investment and course of future growth, and managers may implement more tactical options about how their own department may donate most effectively to the total business objectives. However, quite ordinary workers are increasingly expected to implement decisions about the conduct of their own duties, responses to clients and improvements to business practice. This requires careful recruitment and selection, good training, and educated management (Werhane, 1999). Types of business decision include programmed decisions,
which always, follow a similar
3routine; as such, they can be drafted down into a sequence of fixed, which anyone can pursue. They could even be drafted as computer program. On -programmed decisions are non- standard and non –routine, each decision is not quite similar as any previous decision. Strategic decisions affect the long-term direction of the organization, tactical decision are medium term decisions, about how to implement techniques and operational decisions, which are normally short-term decisions about how to make the tactics. Decision-making
is the procedure of choosing a logical choice from accessible options.
4When trying to implement a good decision, an individual must size the positive and negative of each option, and consider all the choices. For impressive decision-making, an individual must be able to forecast the result of each choice as well, and should be based on all these articles, determine which choice is the best for that specific situation
(Werhane, 1999). Effective decision making can be implemented using either insight or reasoning, a union of both approaches is frequently used. Whatever access is used, it is normally helpful to frame decision making in order to decrease more complex decisions down to simple steps. Many different methods of decision-making have been established, ranging from easy rules of thumb, to excessive complex procedures. The technique used relies on the nature of the decision to be implemented and how complicated it is. The fact is we are hard-wired to implement decisions but that by itself does not make us good decision makers. Good decision policies need discipline and good discipline needs realizing when and why you want to make a decision, commit resources and act, make an option that best suits your values and determine what the decision is, how you will implement it and who will be involved (Young, 1982). As you manage your company, you will be faced with significant decisions that may affect the future of your organization. This may appear stressful, but keep these points in mind and you will find yourself in implementing wise decisions in no time (Teale, 2003). Brainstorming and drafting down as many options as you think of and making sure to use your resources to find out more of the impacts of each alternative. Once you have made your options, get moving on it, stressing or second-guessing yourself will only cause worry. Define, as particularly as possible, the resolutions required to be implemented. Incentives Problem resolving and
1decision-making are significant skills for entrepreneurship and life. Problem solving often entangle decision-making and decision-making is especially vital for management and leadership. There are procedures and methods to improve decision-making and the merit of decisions.
The vision for the decision, implementation and the risk management control stage, is to evaluate the most convenient approach to collect, operate and present this data to aid strategic, tactical and manipulation decision, Implementing with respect to these properties. Moreover, the performance of the properties and the sensor technology provide a foundation to make risk-based decisions connected to reliability, availability, maintainability and safety. For instance, the output of the data processing interpretation and control stage may be able to recognize key trends in the data to denote faults. However, this data solely is not necessarily important for a business. Ultimately those who implement decisions, instead they are always concerned with the trust they have for their decision (Bhattachary, 2009). Decision-making is one of the most significant business skills, but few individuals have the training required to implement good decisions consistently. There are several ways to shape decision-making and these include identifying the condition and clearly organizing the problems that need to be addressed. Take a fresh outlook and implement your decisions based on the future and let the past inform you, not dominate you. A good leader studies from their experience, both negative and positive and provides new data tips and perspective All of us have to implement decisions everyday. Some decisions are simple and straightforward while others are complex. Complex decision involves issues like uncertainty, complexity, high-risk consequences, interpersonal issues and alternatives (Young, 1982). Complex procedures in handling decision implementation are unnecessarily tough choices that change as a result. Combining procedures management and decision management reduces procedures complexity and increases business briskness and engagement. References Bhattacharya. (2009). Discipline of Business Management: Leadership & Decision Making Strategies. Global India Pubns. Werhane, P. H. (1999). Moral imagination and management decision making. New York [u.a.: Oxford Univ. Press. Teale, M. (2003). Management decision making: Towards an integrated approach. Harlow, Essex: Pearson. Young, J. F. (1982). Decision making for small business management. Malabar, Fla: R.E. Krieger Pub. Co. 1 DECISION MAKING GONE AWRY 2 DECISION MAKING GONE AWRY 3 DECISION MAKING GONE AWRY 4 DECISION MAKING GONE AWRY 5 DECISION MAKING GONE AWRY 6
