Critical Thinking Styles and Forces of Influence
Making decisions is a major portion of the manager's responsibilities. This aspect cannot be taken lightly nor can it be done in a hurried manner. Hasty or careless decisions can have devastating results on the manager's department or even for the entire company. Decisions made with deliberation using different kinds of processes, however, can lead the department or company to better and/or more profitable operations. When decisions are made in this manner, the manager should feel confident that he or she has made an appropriate decision and is the best option given the information available at the time. This does not mean to say that the manager will always make the correct decision; lack of information or situational changes can lead to faulty analysis. However, if the manager uses critical thinking and proven successful decision-making strategies, he or she can and should be confident in whatever action they have decided is appropriate. This will raise the confidence level, in fact, affect the outcome of their action. Forces of Influence "Managers can be called "information workers"; a manager is a craftsperson whose raw material is information (McCall & Kaplan 16)." Managers spend the majority of their time absorbing information and trying to process all the information in order to reach a decision. Within the sphere of security, a manager has many sources of where he or she may get this information, including, (a) systems and structures set up to keep them apprised on ongoing events, (b) the people around them who volunteer information and can be approached in search of trouble signs, clues, and missing pieces of puzzles, (c) the values of the organization, which point people in certain directions and define the critical variables in a complex array of possibilities, and (d) the manager's own direct experience" (16). One major problem with this whole process is information overload. This can lead a manager...
References: McAulay, Laurie, Russell, Graeme and Sims, Julian. How Do Financial Directors Make Decisions? Management Accounting (British), (1997): Vol. 75.
McCall, Morgan, Jr. and Robert E. Kaplan. Whatever it Takes. The Realities of Decision Making. Prentice Hall 1990.
Waldersee, Robert and Sheather, Simon. The Effects Of Strategy Type On Strategy Implementation Actions. Human Relations, (1996): Vol. 49, No. 1,
Please join StudyMode to read the full document