...ote ote technical note tech Air Traffic Control Specialist Decision Making and Strategic Planning – A Field Survey Jean-François D’Arcy, Ph.D., Titan SRC Pamela S. Della Rocco, Ph.D., ACT-530 March 2001 DOT/FAA/CT-TN01/05 Document is available to the public through the National Technical Information Service, Springfield, Virginia 22161 U.S. Department of Transportation Federal Aviation Administration William J. Hughes Technical Center Atlantic City International Airport, NJ 08405 NOTICE This document is disseminated under the sponsorship of the U.S. Department of Transportation in the interest of information exchange. The United States Government assumes no liability for the contents or use thereof. The United States Government does not endorse products or manufacturers. Trade or manufacturer's names appear herein solely because they are considered essential to the objective of this report. This document does not constitute FAA certification policy. Technical Report Documentation Page 1. Report No. 2. Government Accession No. 3. Recipient’s Catalog No. DOT/FAA/CT-TN01/05 4. Title and Subtitle 5. Report Date March 2001 Air Traffic Control Specialist Decision Making and Strategic Planning – A Field Survey 7. Author(s) 6. Performing Organization Code ACT-530 8. Performing Organization Report No. Jean-François D’Arcy, Ph.D., Titan SRC and Pamela S. Della Rocco, Ph.D., ACT-530 9. Performing Organization Name and Address DOT/FAA/CT-TN01/05 ...
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...Journal of Business Ethics (2007) 73:219–229 DOI 10.1007/s10551-006-9202-6 Ó Springer 2006 A Model of Ethical Decision Making: The Integration of Process and Content Roselie McDevitt Catherine Giapponi Cheryl Tromley ABSTRACT. We develop a model of ethical decision making that integrates the decision-making process and the content variables considered by individuals facing ethical dilemmas. The process described in the model is drawn from Janis and Mann’s [1977, Decision Making: A Psychological Analysis of Conflict Choice and Commitment (The Free Press, New York)] work describing the decision process in an environment of conflict, choice and commitment. The model is enhanced by the inclusion of content variables derived from the ethics literature. The resulting integrated model aids in understanding the complexity of the decision process used by individuals facing ethical dilemmas and suggests variable interactions that could be field-tested. A better understanding of the process will help managers develop policies that enhance the likelihood of ethical behavior in their organizations. KEY WORDS: decision making, ethical framework, ethics, process, stress Roselie McDevitt Sc.D. is Assistant Professor of Accounting at the Charles F. Dolan School of Business at Fairfield University in Fairfield, Connecticut. Dr. McDevitt teaches financial and managerial accounting. Her Primary areas of research are accounting education and accounting ethics. Catherine Giapponi is an Assistant...
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...There is one thing that all leaders have him common, making decisions. A leader is one who influences others to attain goals. Leadership orchestrates change, set direction, and motivate people to overcome obstacles and move the organization toward its ideal future (Bateman & Snell, 2011, p. 444). Every leader has a different style of leading, approaching, teaching, engaging and making decisions. While some think that making the decisions is the easy job; that is not always the case. To be an effective leader there must be a thought process or plan to assist you with making those easy and tough decisions. This paper will discuss the Vroom leadership model and Fielder’s contingency model of leadership effectiveness. The Vroom model uses the basic situational approach of assessing the situation before determining the best leadership style (Bateman & Snell, 2011, p. 430). The Vroom leadership model should always involve making independent decisions, collaborating with followers, facilitation or delegation depending on the circumstances. By answering a series of questions, you reach one of the possible endpoints. When using the Vroom model to make decisions, each endpoint will advise you which of the five decision styles that would best suit your situation. Some say that the Vroom process is a bit complicated. However, the model has been has been especially successful when major decisions need to be made. Using the Vroom model ensure that you do not forget to consider the situational...
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...Decision - Making Case Study Analysis HCS/514 Managing in Today’s Health Care Organizations August 28, 2015 Introduction The Agency for Healthcare Research and Quality (AHRQ) produced a set of developmental tools to aid decision makers in discovering and interpreting evidence related decisions. These developmental tools are to promote the use of evidence-based management within a health care setting. The informed decision toolbox was created to help merge the gap between evidence based research and decision making within an organization (Crump & Spurgeon, n.d.). These tools consist of six steps that will guide managers and decision makers in constructing well informed decisions. The steps are composed of; framing the question behind the decision, finding sources of information, assessing the accuracy of information, assessing the applicability of the information, assessing the actionability of the information and determining if the information is adequate are used by managers to consider if the decision they are making is well informed (Young, 2002). Framing Questions and Locating Sources By framing the question behind the decision, a manager must first identify what the decision is and then determine what information must be obtained in order to make a well informed decision. To properly make a well informed decision, a manager must frame a question that will properly translate what research must be conducted to begin research. The questions will be used...
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...Decision Making Case Study Lauren Williams HCS 514 December 3, 2012 Making a decision is difficult on any level especially one that will affect an entire organization and impact the lives of many. As a manager it is imperative that options and outcomes are thoroughly processed before decisions are made. Unfortunately decision making does not always occur under ideal circumstances and managers often have limited time, resources, and information to make an impacting decision. Under such stressful and limited circumstances it is especially important to utilize all information available. Fortunately, for the managers making those altering decisions there are theories and guidelines to help. One such decision making resource developed by Thomas Rundall and associates is known as the Informed Decision Toolbox (IDT) and is intended to “[provide] tools to help managers effectively perform the six key steps in [the] evidence-informed approach to decision making” (Rundall, 2007, p. 325). This six step process puts emphasis on finding accurate, applicable, and adequate information that can be used to understand the decision that needs to be made. Application of the steps of the IDT when making a decision can have far reaching impacts throughout an organization past the decision itself to create an environment of accountability and access to knowledge that is consistently questioned and discussed. The most practical way to understand the tools within the IDT and how they all intertwine...
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...of poor decision making, how to resist making unethical decision and leading the way ethically are great tools we can use to achieve ethical decision in all aspects of our lives. Common Characteristics of Poor Decision Making “Man’s most enduring stupidity is forgetting what he is trying to do” (Mallor, Barnes, Bowers, & Langvardt, 2010 p. 115). Failing to remember goals is the first characteristic that needs to be addressed when discussing poor decision making. In many scenarios the end goal is the driving force to making good decisions. The problem is in most cases the end goal is lost in the journey to the destination. The company I work for recently decided to bring SAP ERP software onboard to all our sectors. The goal was to become more competitive in the aerospace industry and to harmonize the sites to common practices. The problem we encountered was each site was very different with business practices and by trying to harmonize all the business sectors to do the same procedures we wound up spending more money and creating inefficiencies across the sites. Instead of making us more competitive it cost us more to do the same jobs. We lost sight of the end goal of becoming more competitive and focused more on harmonization that cost us more in the long run. Overconfidence is the second pitfall in making poor decisions. In an article written by R. Nauert he states that “power can fuel overconfidence, which negatively impacts decision-making”...
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...APR 2008 PARTC QUESTION 1 Briefly discuss any three (3) benefits of planning in organization. Benefits of planning: 1. For better coordination • Planning provides a foundationfor the coordination of a broad range of organizational activities. • A plan helps to define the responsibilities of individuals and work groups and helps coordinate their activities. 2. Focus on forward thinking • The planning function forces managers to think ahead and consider resource needs and potential opportunities or threats that the organization may face in the future. 3. Participatory work environment • Successful planning requires the participation of a wide range of organizational members. • The organization benefits by having access to a broad base of experience and knowledge in the planning process. • Organizational members are more likely to “buy in” to a plan that they have helped develop. (6 marks) PART D QUESTION 1 Decision making is the process through which managers and leaders identify and resolve problems and capitalize on opportunities. a) What are the conditions in decision making? Conditions under Decision Making: a) Certainty – situation in which a decision maker can make accurate decisions because the outcome of every alternative is known. b) Risk – condition in which a decision maker is able to estimate the likelihood of certain outcomes. c)...
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...affecting recruiters’ perceptions in this case is the halo perceptual error. The halo effect influences the interviewer’s perceptions of the applicant based the applicant’s answers to questions. The recruiter then develops a corresponding overall positive or negative impression of the applicant. According to Rosenweig (2007), applicants answers can and have been judged as either intelligent or unintelligent based simply on the name of the university they attended and how well known it is. Of course name recognition is not the only instance in which the halo effect can determine employment selection. Looks or attractiveness tend to lead to the halo effect in hiring too. Attractive candidates are perceived as having more favorable and agreeable qualities, they are trusted more and the expectations of them are higher. The unfortunate thing is that these halo errors can and have caused the right candidate to be overlooked while the wrong candidate is chosen due to nothing more than another person’s skewed perception. While there is actually nothing in the case study that deals directly with stereotyping in a technical sense, there is still conscious and unconscious stereotyping that occurs during the interview and job selection process. In an article by Elizabeth Umphress (2008), if selection decisions are made by someone who has a negative attitude or prejudice against a particular group then the evaluation of those candidates that are perceived to be in this group will be negative...
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...Chapter 2 Making Decisions In this chapter, students will explore the importance of decision-making to managers and learn how to make effective decisions. |LEARNING OBJECTIVES | | 1. Describe the eight steps in the decision-making process. 2. Explain the four ways managers make change. 3. Classify decisions and decision-making conditions. 4. Describe different decision-making styles and discuss how biases affect decision making. 5. Identify effective decision-making techniques. |It’s Your Career | | Be a Better Decision Maker Decisions are an essential part of your life, personally and professionally. Each and every day is a series of decisions, from minor to significant, and everything in between. Good decision-making is a skill, and like any skill, it can be learned and improved. So, how can you improve your decision-making skills? The chapter outlines four things students need to know; each numbered item will be described further in the chapter: 1. Know, understand, and use the decision-making process. Yes, there is a “method” to making decisions that takes you from identifying problems to evaluating the effectiveness of your decision. It works. Know it. Understand it. Use it. 2. Know when and how to use rational or intuitive decision-making...
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...Chapter 2 Making Decisions In this chapter, students will explore the importance of decision-making to managers and learn how to make effective decisions. |LEARNING OBJECTIVES | | 1. Describe the eight steps in the decision-making process. 2. Explain the four ways managers make change. 3. Classify decisions and decision-making conditions. 4. Describe different decision-making styles and discuss how biases affect decision making. 5. Identify effective decision-making techniques. |It’s Your Career | | Be a Better Decision Maker Decisions are an essential part of your life, personally and professionally. Each and every day is a series of decisions, from minor to significant, and everything in between. Good decision-making is a skill, and like any skill, it can be learned and improved. So, how can you improve your decision-making skills? The chapter outlines four things students need to know; each numbered item will be described further in the chapter: 1. Know, understand, and use the decision-making process. Yes, there is a “method” to making decisions that takes you from identifying problems to evaluating the effectiveness of your decision. It works. Know it. Understand it. Use it. 2. Know when and how to use rational or intuitive decision-making or both. Different...
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...Decision-Making Case Study The looming changes in health care are a frequent topic in many meetings with health care providers. Budget cuts are not just a speculation but are a reality. Decision-making to provide quality patient care with less money is a challenge at best. The Informed Decisions Toolbox can assist administrators and managers with evidence-based decisions that will allow patients to receive the quality care they deserve while reducing expenses. The Informed Decisions Toolbox The Informed Decisions Toolbox (IDT) is the result of a research study to aid managers with making evidence-based decisions that improve organizational performance. The IDT has an approach of six steps to decision-making (Rundell, et al, 2007): (1) framing the management question, (2) finding sources of information, (3) assessing the accuracy of the information, (4) assessing the applicability of the information, (5) assessing the actionability of the evidence, and (6) determining if the information is adequate (p. 325). As a facilitator for the use of evidence-based research in decision-making, the IDT assists decision-makers with estimating how operational and strategic decisions will have an effect on the organization. Evidence-based decision-making is not new to the health care industry. Clinicians have incorporated evidence-based research for years when making patient treatment determination. The use of evidence-based research for decision-making in other realms of healthcare...
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...Ethical Dilemma Coley Argue Legal and Ethical Issues In Healthcare Loretta Cain January 13, 2016 Resolving an Ethical Dilemma A naturopathic physician daughter apparently stands as surrogate-decision maker for her confused and disoriented father with terminal liver cancer. The patient received naturopathic treatment per insistence of the guardian daughter. The medical team in charge of the care of the patient has concerns on the potential harm of the treatment received by the patient. The entire scenario puts the medical team with an ethical dilemma that needs to be resolved. The Dimensions of the Ethical Dilemma The patient clearly in pain after receiving naturopathic treatment could raise the issues relative to non-malfeasance and beneficence. The initial reaction of the patient upon receiving the treatment could raise the question of the benefits the patient could gain from the treatment. Though pain could be an immediate natural reaction to the treatment, the potential harm of the received treatment to the patient would raise a high concern. Furthermore, the naturopathic physician daughter surrogate guardian surely has rights to practice her profession. Some conflict could be seen concerning the rights, privileges, and liability in the medical care of the patient. Furthermore, with the daughter getting involved in the medical treatment of the patient, the issue of the patient’s autonomy becomes questionable. The issues put the medical team into...
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...It’s good to have an ambitious and goal oriented person like you in charge of this company. Decision Support System (DSS) is a type of Information System that are into specifics, it helps in the strategic decision making of the Top Executives in an organization, by gathering and analyzing both internal and external information. A good way to understand this type of Information System is to visualize the executive management in an aircraft cockpit with the instrument panel guiding them about the status of all key business activities. A special type of DSS, referred to as Executive Information System (EIS), is structured to support the information needs of the executive management. EIS information is presented in charts and tables that show trends, ratios, and other managerial statistics. This type of Information System would certainly help provide a strategic impact on the business of this company by gathering data on competitors’ customers. Advantages of Decision Support System 1. It improves personal efficiency as it’s very easy to use, as the user do not have to be a computer geek in understanding how it works. 2. The information produced by is quick and timely, as many decisions that executives have to make are quick. With EIS, an executive can find information promptly and with no troubles, which gives the executive’s company a competitive advantage in making decisions. 3. It facilitates interpersonal communication 4. Information that EIS produces also...
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... The Hidden Traps in Decision Making by John S. Hammond, Ralph L. Keeney, and Howard Raiffa Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work The Hidden Traps in Decision Making Further Reading A list of related material, with annotations to guide further exploration of the article’s ideas and applications 2 11 Product 5408 THINKING ABOUT … The Hidden Traps in Decision Making The Idea in Brief Making business decisions is your most crucial job—and your riskiest. New product development, mergers and acquisitions, executive hirings—bad decisions about any of these can ruin your company and your career. Where do bad decisions come from? Mostly from distortions and biases—a whole series of mental flaws—that sabotage our reasoning. We all fall right into these psychological traps because they’re unconscious—hardwired into the way we all think. Though we can’t get rid of them, we can learn to be alert to them and compensate for them—monitoring our decision making so that our thinking traps don’t cause judgment disasters. The Idea in Practice The higher the stakes of your decision, the higher the risk of getting caught in a thinking trap. Worse, these traps can amplify one another—compounding flaws in our reasoning. Here are five of the nine traps: Avoiding the Trap: • Get views of people who weren’t involved in the original decisions. • Remind yourself that...
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...Kaplan University Graduate School of Management SELF DIRECTED LEARNING PLAN Your Name: Tiaira Walls Date: October 21, 2013 Course Title: GB519 Measurement and Decision Making Professional Goal (2-3 years) from now: My professional goal two to three years from now is to graduate with my Master’s degree in Human Resources and hopefully obtain a entry level position in Human Resources or management. Strengths to Leverage Step 1: The most effective and satisfied people align their work with their natural strong points. Identify 3-5 of your key strengths (see Column 1 below); these could be a competency, skill, ability, knowledge area or personal characteristic. Think about how you can leverage those strengths to be effective in your work, achieve your professional goals, and become a leader in your profession. Step 2: At the beginning of each course in your MBA program, answer the following question either using this template or a narrative format. What do you expect to learn in this course that will help you leverage your strengths? (See Column 2 below). Be as specific as you can, e.g., assume that strength is your analytical ability. You might expect to understand more about macroeconomics so that you can analyze how the housing crisis affects other segments of the economy, such as interest rates or unemployment. At the beginning of the course you are not expected to be an expert in all facets of the course learning; however, you can...
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