Respond 110: Brickley, Smith, And Zimmerman 2016 Define Deci

Respond 110brickley Smith And Zimmerman 2016 Define Decision Manag

Respond 110brickley Smith And Zimmerman 2016 Define Decision Manag Respond 110brickley Smith And Zimmerman 2016 Define Decision Manag Respond 110 Brickley, Smith, and Zimmerman (2016) define decision management as the initiation and implementation of decisions while decision control is the approval and monitoring of those decisions. I do believe these two functions should be separated. If these two functions are not separated, it could create larger issues for the business. I used to work (technically) for the Naval Hospital in Portsmouth, but I was assigned to an outlying clinic on Naval Air Station Oceana. The hospital maintained decision control. All of the policies were set forth by the Naval Hospital and disseminated to us at the outlying clinics. One of the hospital’s policies pertained to inclement weather. The hospital policy was, all military personnel were considered essential personnel and had to report when directed to do so. This policy did not allow for decision control to be exercised by the outlying clinic’s leadership. Policies like this one would create problems when it was snowing in Virginia Beach, and the base commanders would close the bases, but it was not snowing in Portsmouth so the hospital would not close. Therefore, the clinics would not close. Clinic personnel was still expected to report to the clinic since the hospital was not closed. The branch clinics leadership had no decision control over the safety of their staff members. After numerous safety complaints, the hospital finally relinquished the decision control to the clinic leadership. By relinquishing control, the clinics could follow the guidance provided by the base they were physically located.

Paper For Above instruction

Decision management and decision control are fundamental concepts within organizational decision-making processes. As defined by Brickley, Smith, and Zimmerman (2016), decision management involves the initiation and implementation of decisions, whereas decision control pertains to the approval and monitoring of those decisions. Recognizing the importance of differentiating these functions is crucial for organizational efficiency and safety, as demonstrated through real-world examples.

The distinction between decision management and decision control is essential because it delineates responsibility and authority within an organization. Decision management encompasses the processes involved in identifying problems, generating alternatives, and executing chosen solutions. Conversely, decision control involves oversight functions such as approval, evaluation, and ensuring compliance with policies. Segregating these functions allows organizations to establish checks and balances, preventing potential conflicts of interest and ensuring that operational decisions align with strategic goals.

A practical illustration of the importance of separating decision management from decision control can be observed in the operations of the Naval Hospital in Portsmouth, Virginia. The hospital maintained decision control over policies, including those related to inclement weather and staff safety. These policies mandated that all military personnel, deemed essential, must report to duty regardless of weather conditions. While this centralized control might facilitate consistency across the organization, it can also lead to safety issues, as it did when base closures due to snow differed between Virginia Beach and Portsmouth. The hospital’s lack of decision control at the clinic level prevented local leadership from making real-time safety decisions, potentially endangering staff members.

This centralized decision-making structure exemplifies how a lack of delegation or separation of decision functions can create operational challenges. Recognizing this, the hospital eventually transferred decision control to clinic leadership, allowing local managers to make safety-related decisions based on their specific circumstances. This shift demonstrates that separating decision management and decision control can improve responsiveness, enhance safety, and promote organizational flexibility. Such a division also aligns with broader management theories, which assert that decentralization fosters better decision-making in complex organizations (Clemson Economics, 2001).

In contrast, smaller organizations or sole proprietorships often consolidate decision management and decision control within a single individual. The example of a local nail salon illustrates this point effectively. The owner makes all decisions—from pricing to customer service—and also monitors and evaluates outcomes, embodying a unified decision-making process. While efficient for a small-scale operation, this structure may lack the checks and balances necessary in larger or more complex organizations. Conversely, franchise models like Pelicans Snowballs exemplify decentralization, where franchisees operate semi-autonomously but adhere to branding and product standards set by the franchisor (pelicanssnoballs.com, 2014). Here, decision control resides with individual franchisees, providing operational flexibility while maintaining overall brand consistency.

The separation of decision management and decision control plays a vital role in organizational effectiveness. Decentralized decision-making enables local managers to respond swiftly to operational challenges, improves safety outcomes, and fosters innovation. Meanwhile, centralized control ensures adherence to organizational policies and strategic alignment. Striking an appropriate balance depends on organizational size, complexity, and strategic objectives.

In conclusion, differentiating decision management from decision control is fundamental in organizational decision-making processes. Clear delineation facilitates effective oversight, operational agility, and safety, especially in complex and dynamic environments. The examples provided—from military healthcare settings to franchise operations—illustrate the practical implications of this distinction. Organizations that understand and implement this separation are better positioned to adapt to changing circumstances and ensure sustainable success.

References

• Brickley, J. A., Smith, C., & Zimmerman, J. L. (2016). Managerial Economics and Organizational Architecture (8th ed.). McGraw-Hill Education.
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