By Gerard H. Gaynor
DECISIONS specializes in how organisations can increase decision-making tactics to enhance organizational functionality in an international economy.
- Presents study with regards to difficulties linked to assembly standards, schedules, and costs
- Defines the scope of macro and micro decisions
- Raises the difficulty of the function of engineering, production, and advertising and marketing in making organizational decisions
- Includes references to Peter Drucker’s reviews on decision-making
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Extra resources for Decisions: An Engineering and Management Perspective
A management decision, to track the make-work activities, and both the mental and physical rework activities, would provide the motivation to begin finding ways to stop squandering talents and resources. Squandering talent not only has a negative impact on the organization’s competitive position, but perhaps more importantly, on the future of its employees. Many careers are destroyed, because managers fail to make assignments that provide career growth opportunities. Managing involves integrating purposes, people, and processes influenced by the availability of resources and a supportive organizational infrastructure.
Who is accountable for results? Where does the functional responsibility take precedence over that of the project manager? The problems begin with selection of the project manager. If the project involves multiple disciplines, it’s essential to select a project manager with some multidisciplinary experience. This does not suggest that this person possesses all the knowledge required to meet the requirements. It does mean that this person has an understanding of the various fields of interest involved.
Why does the organization, the project, or the activity exist? Why are we doing this? What are the benefits? What is the downside if we don’t do it? Is this the best use of our resources? Does it support the organization’s purpose, vision, and strategic directions? Leadership Leadership studies and research usually focus at the highest levels; Winston Churchill and Franklin Delano Roosevelt during World War II; Jack Welch as General Electric CEO; Lou Gerstner rebuilding IBM; Dr. Martin Luther King during the civil rights movement; Rudolph Giuliani after the September 11, 2001 attacks on the World Trade center; Carly Fiorina attempting to merge successfully Hewlett Packard and Compaq into a homogeneous innovative organization; and others in significant executive positions with high levels of responsibility.