When we are faced with making tough decisions, it becomes very important to have a systematic way of working through the problems. That doesn’t mean we ignore our gut feelings. It doesn’t mean that we can’t make a fast decision. Sometimes we have to do that, given the situation. What it does mean is that we need to be able to analyze, evaluate and reflect upon that decision after it has been made.
This might have been the best decision you have ever made. Thus, it is important to know how you reached that decision so you can repeat those steps in the future. Conversely, this may not have been a shining moment in your career. Just as importantly, you need to understand how and why you made your decision. You may be called upon to justify it, or to simply explain yourself. Or, you may simply want to do better in the future for both yourself and the public.
Unless you are aware of what happened and why, you can’t do that effectively. Was it just bad judgment? Or perhaps you just didn’t have all of the facts. Breaking your process down will allow you, and others with similar dilemmas, to make a better choice next time.
For this assignment, we are going to apply another decision making model. On page 149, there is a list of 6 Questions for the Manager. I want you to one by one go through these questions (and sub questions) for the scenario below.
Please type out both the questions and your answers to these questions. Act as if you are the personnel director, and using these questions along with your answers, figure out what you would do. Remember to just go by the questions asked for this model. Just one by one go through each step, ultimately coming to a decision based upon your analysis. Again, I need to see your thinking here.
The scenario (from our text): Be sure and read the scenario carefully.
As personnel director, you learn at a top-level staff meeting that the municipality’s retrenchment plan calls for reorganization and cuts in the managerial staff. The tentative blueprint has the city’s Department of Community Services absorbing the small elderly services unit, whose program director, a close friend of your family, is slated for termination. The city manager, whose judgment you respect, mentions the program director’s poor performance and, as the meeting adjourns, reminds everyone that the discussion is confidential as usual. As you leave, you remember that your friend is about to make a substantial down payment on a new home. How would you handle this?
There is no minimum word count. Just answer each question completely and thoroughly. There are a lot of different things to consider here, so just be sure and dig into the problem.
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