Case Study for Emotional & Retional Manager

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THE EMOTIONAL AND RATINOAL MANAGERS
CASE STUDY

Prepared by:

Emad Mohamed Amer Public Group # 4

Supervised by:

Prof. Dr. Ola Emara

Page 1 of 7

INTRODUCTION RATIONALITY (1)
In philosophy, rationality is the characteristic of any action, belief, or desire, that makes their choice a necessity. It is a normative concept of reasoning in the sense that rational people should derive conclusions in a consistent way given the information at disposal. It refers to the conformity of one's beliefs with one's reasons to believe, or with one's actions with one's reasons for action. However, the term "rationality" tends to be used differently in different disciplines, including specialized discussions of economics, sociology, psychology, and political science. A rational decision is one that is not just reasoned, but is also optimal for achieving a goal or solving a problem. Rational Manager Character analysis:

Irrational and illogical management causes untold losses every year all over the world. Managers are paid to make logical, financially viable decisions and solve problems using good judgment to facilitate the smooth flow of the operation. Reasoning is an important process, which anyone can acquire by a short formal education. It is one of the most important factors in making rational decisions. The absence of conscientious, systematic problem analysis and decision making causes inefficiency and waste of resources. It also results in failure to set clear objectives and performance standards. Successful managers plan their meeting for optimal productivity. Meetings must be well organized and controlled; deviations from the agenda must not be tolerated. Operational meetings must be planned to inform rank and file. Suggestions must be solicited and duly studied. The definition of problem is “an unwanted effect, something to be corrected or removed”, that which cannot be solved before establishing its cause. Every problem, almost always, has only one cause. Problem solving must follow a logical process and careful analysis. It requires skill to apply theory to practice. A correct decision in one operation may prove to be less effective, even incorrect in another. The decision maker must be fully familiar with the operation, problem area and employees involved. Only correct and relevant information must be used in decision-making. Good managers always evaluate daily, the effectiveness of their decision to make corrections. Often, managers make the most convenient, but poor and costly decisions. Poor decisions may appear to solve a problem, but eventually the problem will reappear with more devastating repercussions. Young, inexperienced managers rely on technology, and conveniently forget (ignore) the importance of human factors like service standard, product quality, plate presentation and guest satisfaction, all of which cannot be quantified and must be fine-tuned constantly. A manager must know precisely the level of performance of all employees. In very large operations, general managers rely on division managers to make decisions on their behalf, and then provide guidance when incorrect reasoning was employed. Correct decisions can be made based only on facts. Page 2 of 7

Problem solving and analysis are two entirely different processes. A problem indicates deviation from the standard, and usually a change of some kind causes it. In order to analyses a problem, seven steps are required: • Established standards • A problem is caused by a deviation from the standard • The deviation must be identified, accurately located and described • There is always something distinguishing about the deviation from the standard • The cause of the problem is an unwanted change • Possible causes are deduced from changes established • The deviation(s) explains the cause(s) A problem may have several solutions. The decision maker must select the best which is linked to the scope of his/her experience. • • • • • •

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