Decision-Making Models Are Critical For Making Informed And ✓ Solved

Decision Making Models Are Critical For Making Informed And Consistent

Decision-making models are critical for making informed and consistent decisions. In this discussion, you will use what you have learned about decision-making models to solve the organizational problem below. Scenario Imagine that you are an organizational consultant for the SNHU Pet Supply Company. You have been asked to recommend who should lead a new initiative to expand the company's online presence. After several discussions and interviews, the leadership team has shortlisted two candidates.

Each candidate brings a different set of skills and expertise to the table, and each also poses a few challenges. The first candidate, Myra, is a 15-year veteran of the organization who has worked her way up from an intern to a very capable product manager. She has extensive knowledge of the company's products and services and embodies the company's culture and vision in her work. Myra is not well-versed in e-commerce and the technologies that will be needed to implement and launch the company's online initiative. However, she is a fast learner, and the management position doesn't require too much in-depth knowledge of technologies.

The second candidate, Michael, was hired six months ago and shows great promise as a leader and manager. He has an MBA from a reputable university and worked for a technology startup for three years before joining the company. He has no experience in pet supplies or related industries, but knows how to launch an online company from the ground up. In your initial post, address the following: Compare and contrast two different decision-making models addressed in your course resources, explaining how each would be used to approach the hiring decision. Recommend which of the two decision-making models would be the best suited to help make the hiring decision, and why.

Sample Paper For Above instruction

In organizational decision-making, selecting appropriate models is pivotal to ensuring a thorough, rational, and consistent choice. When faced with the decision of choosing a leader for a new initiative at SNHU Pet Supply Company, two prevalent decision-making models can be employed: the Rational Decision-Making Model and the Vroom-Yetton Decision Model. Each offers unique perspectives and processes for evaluating candidates like Myra and Michael, and understanding their application can significantly influence the effectiveness of the hiring outcome.

The Rational Decision-Making Model

The Rational Decision-Making Model is a structured, analytical approach that emphasizes logical evaluation of all available information to arrive at the optimal choice. This model involves several sequential steps: defining the problem, identifying decision criteria, weighing those criteria, generating alternatives, evaluating alternatives, and choosing the best option. Application of this model to the hiring dilemma involves systematically assessing each candidate against predetermined criteria such as relevant experience, leadership skills, industry knowledge, adaptability, and cultural fit.

Using the Rational Model for SNHU Pet Supply's decision, the organization would first explicitly define their priorities—perhaps emphasizing industry-specific knowledge versus technological adaptability. They would then create a weighted scoring system for each criterion. For example, Myra's extensive knowledge of pet supplies would score highly on industry familiarity but perhaps lower on technological know-how. Conversely, Michael's experience in launching online businesses would score higher on technological expertise despite limited pet industry background. Each candidate is evaluated quantitatively based on these weighted criteria to ensure a rational, transparent decision process. This approach minimizes biases and ensures a comprehensive evaluation.

The Vroom-Yetton Decision Model

The Vroom-Yetton Decision Model is a situational, leadership-focused framework that guides managers in choosing the appropriate level of team participation in decision-making processes. It emphasizes the importance of the decision's significance, the quality requirement, and the leader's expertise. The model guides toward autocratic, consultative, or group-based decisions based on these factors.

Applying the Vroom-Yetton model to the SNHU Pet Supply's hiring decision entails evaluating the importance of collective input and the complexity of the choice. If the decision is highly strategic with significant impact and requires diverse expertise, a more participative approach might be warranted—perhaps involving input from senior team members or key stakeholders to assess each candidate’s potential fit. If the decision is more straightforward, such as selecting the candidate who best fits the technical requirements, the leader might decide independently using their judgment. In this case, the model emphasizes adapting leadership style to the context, which can lead to more valid and accepted decisions in dynamic situations.

Comparing and Contrasting the Two Models

The Rational Decision-Making Model is comprehensive, emphasizing data and criteria-based evaluation to arrive at the optimal choice. It reduces personal biases and ensures transparency, making it particularly useful when clear, measurable criteria are available and when an analytical process is preferred.

Conversely, the Vroom-Yetton Model emphasizes situational appropriateness, focusing on how much involvement the team should have in the decision process. It is flexible and adaptive, prioritizing decision quality based on contextual factors like decision significance and complexity rather than purely on data analysis.

While the Rational Model provides depth and objectivity, it may be time-consuming and less responsive to urgent decisions. The Vroom-Yetton model offers agility and promotes team engagement but may not always lead to the most optimal technical decision if not guided by rigorous analysis.

Recommendation

Considering the importance of selecting the most suitable leader for a strategic initiative that involves both technical acumen and cultural fit, the Rational Decision-Making Model appears best suited for processing the candidate evaluation systematically. This model facilitates an unbiased, criteria-based comparison of Myra and Michael, allowing decision-makers to quantify their strengths against organizational needs. It ensures the decision is data-driven and transparent, critical when making a high-stakes organizational choice.

However, integrating elements of the Vroom-Yetton Model can be beneficial if managerial consensus or team input enhances commitment and acceptance of the decision. For example, in a scenario where stakeholder consensus strengthens implementation, involving senior team members in the final evaluation could complement the rational analysis. But overall, due to the complexity and strategic importance of hiring the right leader, the Rational Decision-Making Model offers a more robust framework, ensuring a logical, balanced, and justifiable decision process.

References

• Bazerman, M. H., & Moore, D. A. (2012). Judgment in Managerial Decision Making. Wiley.
• Vroom, V. H., & Yetton, P. W. (1973). Leadership and Decision-Making. University of Pittsburgh Press.
• Schermerhorn, J. R., & Bachrach, D. G. (2016). Managing Organizational Behavior. Wiley.
• Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2017). Strategic Management: Concepts and Cases. Cengage Learning.
• Seel, D. (2015). Decision Science: Principles of Decision-Making. Routledge.
• Simon, H. A. (1977). The New Science of Management Decision. Prentice-Hall.
• Keizer, J. A., & Halbesleben, J. R. (2017). The Role of Decision-Making in Organizational Leadership. Journal of Management Studies, 54(7), 981-1002.
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