Decision Making in Principle Of Management

    Rationality in decision making.

  

A method for systematically selecting among possible choices that is based on reason and facts. In a rational decision making process, a business manager will often employ a series of analytical steps to review relevant facts, observations and possible outcomes before choosing a particular course of action.

 Operational plan

An operational plan is one that a manager uses to accomplish his or her job responsibilities. Supervisors, team leaders, and facilitators develop operational plans to support tactical plans (see the next section). Operational plans can be a single‐use plan or an ongoing plan.

• Single‐use plans apply to activities that do not recur or repeat. A one‐time occurrence, such as a special sales program, is a single‐use plan because it deals with the who, what, where, how, and how much of an activity. A budget is also a single‐use plan because it predicts sources and amounts of income and how much they are used for a specific project.
• Continuing or ongoing plans are usually made once and retain their value over a period of years while undergoing periodic revisions and updates. The following are examples of ongoing plans:
• Policies-Policies are general statements that explain how a manager should attempt to handle routine management responsibilities.

·  A procedure is a set of step‐by‐step directions that explains how activities or tasks are to be carried out. Most organizations have procedures for purchasing supplies and equipment

·       RULE-:A rule is an explicit statement that tells an employee what he or she can and cannot do. Rules are “do” and “don't” statements put into place to promote the safety of employees and the uniform treatment and behavior of employees.

 

Tactical plans

A tactical plan is concerned with what the lower level units within each division must do, how they must do it, and who is in charge at each level. Tactics are the means needed to activate a strategy and make it work.

Tactical plans are concerned with shorter time frames and narrower scopes than are strategic plans. These plans usually span one year or less because they are considered short‐term goals. Long‐term goals, on the other hand, can take several years or more to accomplish. Normally, it is the middle manager's responsibility to take the broad strategic plan and identify specific tactical actions.