Good Morning Everyone.. This Is Presentation on 9 Ways To Make Great Decisions.... Hope it is useful for u all.....:icon1:
From India, Amritsar
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31From India, Amritsar
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Dear all Am working as HR Assistant in Hotel Industry , i would like change my position to HR Executive , so that am looking change please help me out & if u have any requirement please get me back.
From India, Bangalore
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From India, Bangalore
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Hi Deepika,
Greetings,
Thank you so much for the presentation. I shall shortly post something of this kind that can be fruitful for all of us. Also, can you help me with case studies? I need to submit 4 case studies. I have an idea about it; however, I'm not very clear with the concept. Kindly guide me with the same.
Thank you
email: sumi_kash@rediffmail.com
From India, Pune
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Greetings,
Thank you so much for the presentation. I shall shortly post something of this kind that can be fruitful for all of us. Also, can you help me with case studies? I need to submit 4 case studies. I have an idea about it; however, I'm not very clear with the concept. Kindly guide me with the same.
Thank you
email: sumi_kash@rediffmail.com
From India, Pune
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Deepika, Nice work done One more point which i think can be added is "Monitoring & controlling". Post implementation, sustenance of the same is eqaully important. Regards Kapil A. 9891249111
From India, Delhi
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From India, Delhi
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Hi Deepika, This is varsha here...i m new here...but i have seen ur PPT which u given for Decision making ...it’s very nice to learn these thing practical ways.
From India, Raipur
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From India, Raipur
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Hi Satish Kumar,
I have gone through the PowerPoint presentation. It is an excellent piece of learning. It would have been more enriching if the "decision-making tree" as taught in Operations Research had been added to it. Next, a few slides on decision-making while in a committee or group could also be included. Please keep posting such PowerPoint presentations.
Regards,
Yours,
From India, Delhi
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I have gone through the PowerPoint presentation. It is an excellent piece of learning. It would have been more enriching if the "decision-making tree" as taught in Operations Research had been added to it. Next, a few slides on decision-making while in a committee or group could also be included. Please keep posting such PowerPoint presentations.
Regards,
Yours,
From India, Delhi
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Hi Deepika,
I'll implement it while making decisions; however, I look forward to suggestions from others as well. I work as a Business Development Manager for Overseas Education Consultants. Despite having a good number of universities in the USA, Canada, Singapore, Germany, etc., we are unable to generate as much business as we would like. I have concluded that the lack of a system within our firm is the issue.
Could anyone suggest a strategy or a backend process that we could adopt to establish a systematic approach for promoting our products and training our staff? Currently, we do not have a practice of maintaining manual inventory for our products and services. If someone walks in, they are counseled and receive incentives, and that's it. There is a noticeable lack of interest and enthusiasm in the workplace. None of our staff seem motivated to show interest beyond the salary they receive.
Thank you.
From India
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I'll implement it while making decisions; however, I look forward to suggestions from others as well. I work as a Business Development Manager for Overseas Education Consultants. Despite having a good number of universities in the USA, Canada, Singapore, Germany, etc., we are unable to generate as much business as we would like. I have concluded that the lack of a system within our firm is the issue.
Could anyone suggest a strategy or a backend process that we could adopt to establish a systematic approach for promoting our products and training our staff? Currently, we do not have a practice of maintaining manual inventory for our products and services. If someone walks in, they are counseled and receive incentives, and that's it. There is a noticeable lack of interest and enthusiasm in the workplace. None of our staff seem motivated to show interest beyond the salary they receive.
Thank you.
From India
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Hi Deepika,
I've been enjoying your power point presentations since joining Citeman. You clearly presented a topic that can certainly stimulate further discussion and exchange. Decision making is more of an art than a science. It is rarely cut an dried, black/white, yes/no. It involves a process which others can accept as fair. Here are three principles of a fair decision making process presented by Chan Kim in a Harvard Business Review article.
The Three Principles.
In all the diverse management contexts we have studied, we have asked people to identify the bedrock elements of fair process. And whether we were working with senior executives or shop floor employees, the same three mutually reinforcing principles consistently emerged: engagement, explanation, and expectation clarity.
Engagement means involving individuals in the decisions that affect them by asking for their input and allowing them to refute the merits of one another's ideas and assumptions. Engagement communicates management's respect for individuals and
their ideas. Encouraging refutation sharpens everyone's thinking and builds collective wisdom. Engagement results in better decisions by management and greater commitment from all involved in executing those decisions.
Explanation means that everyone involved and affected should understand why final decisions are made as they are. An explanation of the thinking that underlies decisions makes people confident that managers have considered their opinions and have made those decisions impartially in the overall interests of the company. An explanation allows employees to trust managers' intentions even if their own ideas have been rejected. It also serves as a powerful feedback loop that enhances learning.
Expectation clarity requires that once a decision is made, managers state clearly the new rules of the game. Although the expectations may be demanding, employees should know up front by what standards they will be judged and the penalties for failure. What are the new targets and milestones? Who is responsible for what? To achieve fair process, it matters less what the new rules and policies are and more that they are clearly understood. When people clearly understand what is expected of them, political jockeying and favoritism are minimized, and they can focus on the job at hand.
Notice that fair process is not decision by consensus. Fair process does not set out to achieve harmony or to win people's support through compromises that accommodate every individual's opinions, needs, or interests. While fair process gives every idea a chance, the merit of the ideas— and not consensus— is what drives the decision making.
Nor is fair process the same as democracy in the workplace. Achieving fair process does not mean that managers forfeit their prerogative to make decisions and establish policies and procedures. Fair process pursues the best ideas whether they are put forth by one or many.
Best regards,
Rich
MBA - Management and HR
From United States, Boston
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I've been enjoying your power point presentations since joining Citeman. You clearly presented a topic that can certainly stimulate further discussion and exchange. Decision making is more of an art than a science. It is rarely cut an dried, black/white, yes/no. It involves a process which others can accept as fair. Here are three principles of a fair decision making process presented by Chan Kim in a Harvard Business Review article.
The Three Principles.
In all the diverse management contexts we have studied, we have asked people to identify the bedrock elements of fair process. And whether we were working with senior executives or shop floor employees, the same three mutually reinforcing principles consistently emerged: engagement, explanation, and expectation clarity.
Engagement means involving individuals in the decisions that affect them by asking for their input and allowing them to refute the merits of one another's ideas and assumptions. Engagement communicates management's respect for individuals and
their ideas. Encouraging refutation sharpens everyone's thinking and builds collective wisdom. Engagement results in better decisions by management and greater commitment from all involved in executing those decisions.
Explanation means that everyone involved and affected should understand why final decisions are made as they are. An explanation of the thinking that underlies decisions makes people confident that managers have considered their opinions and have made those decisions impartially in the overall interests of the company. An explanation allows employees to trust managers' intentions even if their own ideas have been rejected. It also serves as a powerful feedback loop that enhances learning.
Expectation clarity requires that once a decision is made, managers state clearly the new rules of the game. Although the expectations may be demanding, employees should know up front by what standards they will be judged and the penalties for failure. What are the new targets and milestones? Who is responsible for what? To achieve fair process, it matters less what the new rules and policies are and more that they are clearly understood. When people clearly understand what is expected of them, political jockeying and favoritism are minimized, and they can focus on the job at hand.
Notice that fair process is not decision by consensus. Fair process does not set out to achieve harmony or to win people's support through compromises that accommodate every individual's opinions, needs, or interests. While fair process gives every idea a chance, the merit of the ideas— and not consensus— is what drives the decision making.
Nor is fair process the same as democracy in the workplace. Achieving fair process does not mean that managers forfeit their prerogative to make decisions and establish policies and procedures. Fair process pursues the best ideas whether they are put forth by one or many.
Best regards,
Rich
MBA - Management and HR
From United States, Boston
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Hi Deepika,
It is a nice contribution! There was a great man who used to make correct decisions always and was envied by one and all. Someone wanted to interview him and find out the secret behind his success.
Interviewer: "Sir, how are you able to make/take correct decisions always?"
Great man: "It is all because of my experience."
Interviewer: "How did you get this experience?"
Great man: "Because of my bad decisions."
Therefore, decision-making is a process (as you said). One has to learn from their past experiences, and decisions should be data-based. It is not necessary to learn everything from your own experiences. Learning can also be from others'. We must remember, "a wise man will learn from others' mistakes, fools will never learn from even their own mistakes!"
Keep it up!
V. Balaji
From India, Madras
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It is a nice contribution! There was a great man who used to make correct decisions always and was envied by one and all. Someone wanted to interview him and find out the secret behind his success.
Interviewer: "Sir, how are you able to make/take correct decisions always?"
Great man: "It is all because of my experience."
Interviewer: "How did you get this experience?"
Great man: "Because of my bad decisions."
Therefore, decision-making is a process (as you said). One has to learn from their past experiences, and decisions should be data-based. It is not necessary to learn everything from your own experiences. Learning can also be from others'. We must remember, "a wise man will learn from others' mistakes, fools will never learn from even their own mistakes!"
Keep it up!
V. Balaji
From India, Madras
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