Decisions: An Engineering and Management Perspective by Gerard H. Gaynor

By Gerard H. Gaynor

DECISIONS makes a speciality of how corporations can enhance decision-making procedures to enhance organizational functionality in a world economy.  

  • Presents study concerning difficulties linked to assembly requisites, schedules, and costs
  • Defines the scope of macro and micro decisions
  • Raises the problem of the position of engineering, production, and advertising and marketing in making organizational decisions
  • Includes references to Peter Drucker’s reports on decision-making

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Sample text

Managing involves integrating purposes, people, and processes influenced by the availability of resources and a supportive organizational infrastructure. The management function can be described by the actions in which managers are expected to engage in, and meet requirements. I describe these management competencies to include seven major activities that often require simultaneous responses; they include general organizational administration, providing direction, demonstrating leadership, dealing with the people issues, taking action, resolving the high anxiety conflicts, and the focusing on the business.

These competencies include breadth of knowledge; the competence to think deeply about the issues at hand; the competence to think from a systems perspective; the competence to accept the responsibility for the decision; the competence to communicate clearly and concisely; the personal characteristics of focus, self-confidence, dedication, respect, courage and integrity; and the put-it-all-together competence. These competencies describe decision-making capability. NOTES 1. Paul C. Nutt, “Expanding the search for alternatives during strategic decisionmaking,” The Academy of Management Executive, 18(4): 13–28, 2004.

KEY POINTS r Failed Projects. Our personal experiences clearly demonstrate that failure to meet project requirements, schedule, cost, and business performance not only significantly reduce the return to the stakeholders, but also generate an environment that leads to lower expectations. r Sources of Decision-Making Knowledge. Knowledge, experience, and capability no longer resides in one person. The era of Henry Ford as lone decision maker no longer exists. Success now requires integration of information from many sources and the major decision-making body of an organization may be dependent on information from the depths of the organization; that new employee, who may have just joined the organization.

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