Discussion board response

LEASE RESPOND TO THE TWO DISCUSSIONS. 250 EACH

REFERENCES REQUIRED

RESPONSE 1:
One of the most the most important aspects of leadership is decision making. Leaders must make management decisions every day, some more critical than others. Robbins and Judge (2009) defined, rational decision-making model as a decision-making model that describes how individuals should behave in order to maximize some outcome. The question is how does management get to their final decision? Robbins and Judge (2009) outlined the process in the following order.
Step 1. Define the problem
Step 2. Identify the decision criteria
Step 3. Allocate weights to the criteria
Step 4. Evaluate the alternatives
Step 4. Select the best alternatives
Defining the problem can help management understand how to develop a solution or multiple solutions. Identifying the decision criteria simply means to determine the factors that management will consider in the process. In the next step leadership will identify which criteria or set of facts will give the management the best outcome. In step four leaders and managers decide what solution will eliminate the problem or improve the problem to get the desired outcome. Uzonwanne (2012) quoted, “Every decision is a result of a strong process that is influenced by huge forces.” Once the best outcome or solution has been selected the leadership process does not stop. The solution must be implemented and the leadership must continue to evaluate the solution throughout the process to determine if the solution is meeting the goals of the organization. Olie (2012) predicted, “A firm’s strategic decision-making processes is critically shaped by the impact of institutional context on the configuration of senior leadership.”
Other organizations such as the military uses the Military Decision Making Processes (MDMP) that is similar to the rational decision-making process. Army Doctrine Publication (ADP 5-0) (2012) described, this methodology for applying critical and creative thinking to understand, visualize, and describe unfamiliar problems and approaches to solving them. The military decision making process is a 7 step process and is more detailed than the rational decision-making process. Although some of the processes are similar they are also very different and the Army’s decision making process encompasses more functions.
Step 1. Receipt of mission
Step 2. Mission analysis
Step 3. Course of action development
Step 4. Course of action analysis
Step 5. Course of action comparison
Step 6. Course of action approval
Step 7. Orders production, dissemination, and transition
Develop a plan of action is similar to developing the decision criteria, during this process leaders in both environments need a factors that can influence the problem. Course of action comparison and evaluate the alternatives have similar responsibilities. In both of these steps the team of leaders are deciding which action would be the best for the problem. The rational decision-making process stops at select the best alternatives, while the military decision making process goes a step further in to implementation of the new plan. The rational decision-making process gives leaders a guideline for determining an outcome but is not the only way to make decisions.
Job Characteristics Theory
Robbins and Judge (2009) defined, “Job Characteristics Model as a process that proposes that any job can be described in terms of five core job dimensions: skill variety, task identity, task significance, autonomy, and feedback.” Skill variety describes the employee’s ability to do multiple jobs. During the military decision making process commanders rely on a verity of staff officers with multiple skills set such as intelligence, supply, signal, and human resources to assist in the planning. Task significance describes how important that particular job maybe. For example, a Soldier that is qualified to in multiple tasks is more beneficial to the organization than one who is not.
During the military decision making process all leaders must be involved in the planning. The commanders want their best leaders to be available. Robbins and Judge (2009) defined, “autonomy as the degree to which a job provides substantial freedom and discretion to the individuals scheduling their work.” There is little autonomy in the military decision making process. Unfortunately the time line is driven by the ground commander that needs the support. Feedback is utilized in the military on a daily basis for example, every training event ends with an After Action Review and during this event leaders discuss what went right and what was wrong with the training. The after action review allows commanders to determine if the new course of action worked effectively.
Affective Events Theory
Robbins and Judge (2009) defined, “affective events theory as a model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behavior.” The military is severely affected by politicians and political polices. Such as budget constraints and campaigns. These events significantly affect the moral of the Soldiers and causes even the best Soldiers to have doubt and fear. There are also positive events that can lift Soldiers up such as promotions and awards. Proverbs states, “In all thy ways acknowledge him, and he shall direct thy path (Proverbs 3:6 KJV).” When making any major decision in life a prayer to God is important. Placing faith in God will aid the decision makers in determining which course of action to take to solve any problem. If there is no prayer to him how will your questions be answered? Great leaders understand how to use all their resources to find the best possible outcome for solving a problem.

References
Army Doctrine Publication (2012) The Operations Process ADP 5-0
Headquarters, Department of the Army
King James Version. (1973). The Holy Bible . Hazlewood, Missouri: Word Aflame Press.
Pg. 406
Olie, R., van Iterson, A., & Simsek, Z. (2012). When Do CEOs Versus Top Management Teams Matter in Explaining Strategic Decision-Making Processes?. International Studies Of Management & Organization, 42(4), 86-105.
Robbins, S. P., & Judge, T. A. (2009). Organizational Behavior (13th ed.). Upper Sattle River, New Jersey: Prentice Hall. pg 6,10.
Uzonwanne, F. (2015). Leadership styles and decision-making models among corporate leaders in non-profit organizations in North America. Journal Of Public Affairs (14723891), 15(3), 287-299. doi:10.1002/pa.1530

RESPONSE 2:
Decision making is the most important activity we will do on a daily basis. We are all products of the decisions that we have made since we were born. There are many different worldviews and where we are raised can determine the decisions that we as individuals make. As an American I have won the lottery of birth. I have grown in the freest country on the face of this planet. My outcome in life is totally dependent on the making of decisions and or not making of decisions. To not make a decision is a decision in itself. I would rather make a wrong decision and correct it than not make one at all. Failure is not an option, we will fail and when we do the decisions that we make are important. The two most important decisions in life are: Joy of Salvation and the choice of a life partner. The remaining decisions in life are relatively simple and when approached with the proper attitude actually rather fun. To continue the decision making process in a business setting is one that can create prosperity or the lack thereof. Experience and counsel are the two most important facets of decision making. This discussion paper will delve into Management by Objective and Self Efficacy Theory.
My business is residential design, basically a residential architect without the degree. My business has been running now for 17 years and has provided for our family quite well until 2008-2012. The decision making process during those lean years was one of management by objective and self-efficacy theory. “Management by objectives (MBO) emphasizes participatively set goals that are tangible, verifiable, and measureable.” (Robbins, S. Judge, T. 2009, pg. 187). “The four ingredients to MBO are: goal specificity, participation in decision making, an explicit time period, and performance feedback.” (Robbins, S. Judge, T. 2009, pg. 188). These four ingredients were instrumental in in getting us through this period without losing everything and maintaining the educational goals for our children. My wife and I sat down and we created goals that needed to be achieved. These goals were financial in nature and my usual means of income had vanished. Our decisions were few and we chose for me to change career path for the unforeseeable future. We decided for me to get a financial license and sell life insurance and annuities in order to create and replace my income. The decision was made and we invested the time and finances necessary to create the business. We did well but the financial goals were not met sufficiently enough to continue. While selling life insurance; we investigated other avenues of income. We found the marketing of environmental products in the dinner seminar format was a possible means to not only replace my income but to create an excess that would help with the losses incurred during the transition. This worked very well and we were able to replace my income for the remaining two years of the residential construction downturn. Management by objective’s four ingredients was utilized. We set goals, made the decision to act, set the financial goals, and had the feedback necessary to make further decisions at a later date.
The second concept that was utilized was self-efficacy theory. “Self-efficacy refers to an individual’s belief that he or she is capable of performing the task.” (Robbins, S. Judge, T. 2009, pg. 188). This is by far the most fun part of living and making decisions. We are totally unaware of our capabilities until we set forth on the path. Fear is of the devil and we refused to succumb to economic calamity that beset the nation. “I can do all things through Christ who strengthens me.” (Philippians 4:13, NKJV). Even though this passage, at that time, was taken out of context; we used faith and belief in almighty God to pull us through and He did. We never know what we can do until we do it. We succeeded and are thankful for it. My wife and I are now stronger in our Faith and our relationship. The selling of financial products and the selling of environmental products in a dinner seminar format were, in hindsight, learning experiences that has enabled us to help others gain confidence to set a path and go forth.
References
Robbins, S. Judge, T. 2009, Organizational Behavior, Pearson Education Inc. Upper Saddle
River, NJ
New King James Version

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