Tools and Techniques
...aches several other people individually to obtain their suggestions, then makes his own decision. C2 – The manager brings several other people together at the same time as a group and collectively obtains their suggestions, then makes his own decision. • Group decisions – made by a whole group in consensus. G2 – The manager brings together several other people at the same time and they discuss the problem to arrive at a consensus decision between them. Five similar methods are defined for individual problems. The Vroom/Yetton model then proposes a decision tree based on seven rules, which managers can use to pinpoint the most appropriate method for a given situation. By means of a sequence of questions that each require a yes/no answer which advances the manager along a decision tree path, the problem is ultimately defined as one of 14 types. Vroom and Yetton then recommend suitable methods of decision-making (from methods A1 – G2 above) for each problem type. Since some types of problem can be solved by more than one method, further means of choosing between them are needed. When Vroom revised the model with Arthur Jago in 1988, they suggested that time is one important factor to consider: man-hours carry a financial cost, and a swiftly made decision may be best; also, a decision might be required urgently, and participative processes may slow down the decision-making process. The Vroom/Yetton model has been progressively developed by its original authors. Further factors examined include: The extent to which participation benefits the organization by offering development opportunities for participants. The influence of a manager’s position in the organizations hierarchy, in relation their problem handling style, the styles adopted by women managers. Many researchers have now tested its validity and, as with the expectancy model outlined above, the Vroom/Yetton model of leadership decision-making has been popular for its practical value. SWOT analysis is a basic, straightforward model that provides direction and serves as a basis for the development of problem solutions. It accomplishes this by assessing an organizations strengths (what an organization can do) and weaknesses (what an organization cannot do) in addition to opportunities (potential favorable conditions for an organization) and threats (potential unfavorable conditions for an organization). SWOT analysis is an important step in planning and its value is often underestimated despite the simplicity in creation. The role of SWOT analysis is to take the information from the environmental analysis and separate it into internal issues (strengths and weaknesses) and external issues (opportunities and threats). Once this is completed, SWOT analysis determines if the information indicates something that will assist the firm in accomplishing its objectives (a strength or opportunity), or if it indicates an obstacle that must be overcome or minimized to achieve desired results (weakness or threat) (Marketing Strategy, 1998). The Data monitoring center that I work for currently has 6 people working four, ten hour days in three shifts. These people all need to have solid back grounds in multiple platform technology, this requires a good salary we will call "X". This leaves no room for anyone to be out sick or late as a result of the structure. Since we are mainly monitoring with some backup restart work on occasion between three and five am only, we really do not need to be on sight to do this. When someone is out sick or for vacation it causes overtime and shift changes or dropped coverage. So the ‘problem’ is single coverage, no plan or simple solution for ‘coverage’. I have been responsible for the set-up of ...