Decision making in business operations are often among the most mentally tasking and demanding. Final choices made usually translate into success or failure for either profits or the development of an organization. In the previous paper, at least two major judgment issues needed to be addressed in order to arrive at the best possible outcome. To recapitulate, I had to come to a difficult business decision recently as head of the Commanders Emergency Response Department (CERD). The decision I had to make then was to invest a considerable amount of money into an employee reward and incentive program.
The biggest hurdle back then was the fact that the company needed to cut back on costs and maximize profits, as opposed to the actual need of employee motivation in order to increase worker productivity. The decision I came to then was that the employee incentive and reward program was indeed necessary despite my earlier reservations as to its effect to the costs it would entail. The first judgment issue I had to address was my personal bias and beliefs as to the decision I had to make.
I personally believed from a management point of view that a non-financial would be preferential to a financial one as this would motivate employees while allowing the company to maintain profits. After using Bazerman’s six steps to optimal decision making (Bazerman, 2007) however, I had to come to the conclusion that a non-financial incentive would not have motivated employees as well as a financial one. The second judgment issue was balancing objective decision making with subjective one.
It was only through reflection that I determined that there are certain instances where a balance must be achieved when making decisions, objective enough to satisfy the end goals of the decision, but subjective enough to try to satisfy the needs of both parties. Good decision making is an art that requires the careful evaluation of all facets of a certain problem. In order to come to the best decisions, all judgment issues must be confronted and addressed effectively and promptly for the benefit of all parties involved.
Bazerman, M. H. (2006). Judgment in Managerial Decision Making (6th ed. ). Hoboken, NJ: Wiley.