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All the Wrong Moves

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SEMINARSKA NALOGA ORGANIZACIJA IN MANAGEMENT
ALL THE WRONG MOVES

1. UVOD
V javnosti obstaja priljubljen rek, ki pravi, da po bitki smo vsi generali. Ta tolažba ali izgovor pa nikakor ne velja za sodobne direktorje in managerje. Če karikiram v skladu z uvodnim pregovorom, se od njih pričakuje da so generali pred, med in po taki imenovanih bitkah, oziroma vse to in še več. Konkurenca na trgu je vedno prisotna in vsak napačen korak bo hitro opažen ter izkoriščen, ker lahko pomeni hud udarec za podjetje. Zato je na ramenih vodilnega, da ravna trezno in preudarno tako v mirnih časih kot v času krize in je pripravljen hitro se odzivati na izzive okolja – tako notranjega kot zunanjega.

V nasprotju s prepričanjem, da je po navadi največji izziv spopadanje s konkurenco, se pravi z zunanjim okoljem podjetja, članek All the Wrong Moves, avtorja Davida A. Garvina, na katerega je vezana ta seminarska naloga, izpostavlja predvsem problem managementa in odločanja znotraj organizacije.

Začenjam s kratkim povzetkom članka, ki je zastavljen kot študijski primer, saj poleg fiktivne situacije in primera vključuje še komentarje priznanih ekonomistov. Temu sledi analiza in vrednotenje članka, primerjava in dopolnitev z mnenji avtorjev sorodnih člankov na temo odločanja, ter sklep.

2. POVZETEK ČLANKA
Avtor (Garvin 2006) v članku All the Wrong moves govori o podjetju Nutrorim, ki proizvaja prehrambene dodatke. Nutrorim je s svojim uspešnim poslovanjem uspel pritegniti pozornost na nacionalni ravni, njihova najnovejša poteza pa je bila izboljšanje že tako uspešnega izdelka Charge Up, z dodatkom Lipitrene, ki je bil pred kratkim poslan na trg in od katerega so pričakovali odmevne rezultate.
Direktor Nutrorima, Don Rifkin, poskuša v podjetju ohranjati prijateljsko, demokratično vzdušje, vendar pa je to vodilo v rahlo razpuščen sistem odločanja v organizaciji, kar se je v času, ko je nastala kratka kriza, izkazalo kot zelo neproduktivno. Kmalu po lansiranju Charge Up-a na trg, se je oglasilo ministrstvo za zdravstvo, ki je dobilo pritožbe o prebavnih motnjah s strani uporabnikov, katerim je bila skupna uporaba tega izdelka. Kljub temu, da so v oddelku za raziskave in razvoj prepričani, da z izdelkom ni nič narobe, saj so izvedli vse potrebne študije, se podjetje na podlagi mnenja oddelka za odnose z javnostmi in pravnega oddelka odloči za umik izdelka s polic, da bi se izognili negativni publiciteti in tako še večji morebitni škodi. Kasneje je prišlo do ugotovitev, da je bil vzrok za okužbe drugje, v Nutrorimu pa so se kljub temu odločili, da revidirajo metode odločanja v podjetju in so v ta namen najeli zunanje strokovnjake iz podjetja za svetovanje.

Primer opisan v članku je sicer izmišljen, vendar zanimiv za proučevanje. Komentirali so ga štirje strokovnjaki – Christopher J. McCormick (L.L. Bean), Hauke Moje (Roland Berger Strategy Consultants), Ralph Biggadike (profesor na Columbia Business School) in Paul Domorski (Avaya).

3. ANALIZA ČLANKA
3.1 Definicije in metode dela
Odločanje je ena izmed glavnih funkcij managerjev. Proces odločanja naj bi bil jasen in efektiven – slabo zastavljena struktura morda ne pride toliko do izraza med utečenimi procesi in v mirnih časih, se pa izkaže kot nujno potrebno predvsem v času krize, kot ponazarja tudi Garvinov članek.

Za začetek je morda primerno sploh opredeliti pojem odločanje. Odločanje je miselni proces izbire med alternativami, v tem procesu oseba, ki se odloča običajno pretehta pozitivne in negativne vplive posameznih možnosti izbire in izbere tisto, ki po predvidevanjih vodi do najugodnejše rešitve problema. Ob tem gre še poudariti, da odločanja ne smemo enostavno zamenjevati z besedama vodenje in management, kateri včasih uporabljamo kot sinonima odločanju; vodenje in management sta širša pojma, odločanje pa je le eden od procesov, ki ga zajemata.

Nadalje, Možina (et al 1994, 213) opredeljuje tri tipe odločitev – rutinske, adaptivne in inovativne odločitve. * Rutinske odločitve: so standardizirane izbire, problemi in rešitve so dobro poznani, odločanje je hitro in enostavno, kar je največja prednost teh odločitev, saj jih brez večjega tveganja lahko zaupamo sodelavcem in podrejenim. * Adaptivne odločitve: so dograjene, novim razmeram prilagojene rutinske odločitve. * Inovativne odločitve: sledijo prepoznavanju in diagnozi nekega novega, še nepoznanega problema za katerega je potrebno razviti nove kreativne rešitve, kar pogosto zahteva dolgotrajno delo in analize skupine strokovnjakov.
V nadaljevanju govorimo o odločanju predvsem v primeru situacij, ki zahtevajo inovativne odločitve.

Namen seminarske naloge je na podlagi primera ugotoviti do kakšnih napak prihaja v procesu odločanja in z analizo teh napak izoblikovati neko shemo procesa odločanja, ki zagotavlja funkcionalnost in efektivnost. Iz tega sem izpeljala sledeče raziskovalno vprašanje: Kje prihaja do napak v odločanju ter kako se izogniti slabemu managementu, kar se tiče sprejemanja in delegiranja odločitev.

Kot omenjeno se pri ugotovitvah opiram na članek All the Wrong Moves, poleg tega sem za primerjavo in dopolnitev dodala še članek Who has the D? How Clear Decision Roles Enhance Organizational Performance avtorjev Paula Rogersa in Marcie Blenko, ki na probleme odločanja gledata s širšega vidika in opisujeta standardizirane procese, ki olajšujejo postopke sprejemanja odločitev.

3.2 All the Wrong Moves – problematika odločanja
Nutrorim, na čelu z direktorjem Rifkinom, se je v zadnjem letu soočal z neštetimi težavami, ki so jih povzročile slabe odločitve. Prva kriza je bila že prej omenjen problem glede vprašljivost kvalitete njihovega t. i. paradnega konja Charge Up-a, ki bi v primeru napačnega postopanja s strani Nutrorimovega managementa lahko povzročil močno negativno publiciteto in s tem zelo poslabšal poslovne rezultate podjetja. Odločite o umiku se je sicer smatrala za pravilno glede na okoliščine, problematičen pa je bil proces kako je do te odločitve prišlo.

Poleg tega bode v oči še ena Nutririmova slaba odločitev, ki je Garvin sicer ne predstavi podrobno – nakup deleža v podjetju Dipensit, za katerega se je Rifkin slabo premišljeno odločil na podlagi mnenja svojega direktorja za finance in negotovega komiteja. Finančni direktor je videl v Dipensitu, ki je manjše podjetje, morebitnega kandidata za kasnejši prevzem, vendar pa se je odločitev izkazala kot zelo slaba poteza. Na dan je prišla novica, da so v direktorjevem življenjepisu odkrili laž o zaključku študija na eni izmed najbolj priznanih ameriških poslovnih šol, kar ga je prisililo v odstop, cena delnic podjetja pa je ob razširitvi novice v javnosti drastično padla.

Iz opisanega študijskega primera lahko razberemo kar nekaj napak, ki se pojavljajo v procesu odločanja v Nutrorimu in jih izpostavijo tako fiktivni svetovalci, najeti s strani podjetja (jih izpostavi avtor sam), kot tudi štirje komentatorji.

Splošna ugotovitev je, da organizacija in procesi v Nutrorimu potekajo nemoteno, dokler se soočajo z že utečenimi postopki in predvidljivimi situacijami, ko pa pride do kompleksnejših problemov in so potrebne bolj inovativne, hitre odločitve z negotovimi posledicami, se izkaže, da podjetje nima dobro nastavljenega procesa odločanja.

Kot prvo lahko iz besedila razberemo, da se je direktor Rifkin odločil v podjetju vzpostaviti veselo, prijateljsko in demokratično kulturo, ki vključuje vse ali vsaj večji krog zaposlenih, vsaj kolikor se višjega managementa tiče. Tudi proces odločanja naj bi bil odprt in kar se da enakopraven. Ta sicer dobronamerna poteza, se izkaže kot ne čisto primerna oziroma morda sam Rifkin ni dovolj dominantna oseba, da bi uspel v tem sproščenem okolju ohranjati funkcionalno dinamiko med zaposlenimi, in so mu stvari rahlo ušle iz rok, saj je očitno, da na ta račun trpita objektivna analiza in pregled nad dogajanjem.

Direktor je predstavljen kot oseba s karakterjem, ki je že po naravi in zaradi slabih izkušenj z bolj diktatorskim načinom vodenja, ki ga je doživel od svojih šefov tekom zgodnejše kariere, nagnjen k nekonfliktnosti in harmoničnemu vzdušju v delovnem okolju. Vendar pa ta, včasih preveč na silo vzpostavljena prijateljska atmosfera, zavira izražanje nestrinjanja, nasprotnih mnenj in konstruktivne debate. Rifkin ima pod seboj ljudi z različnimi karakterji – skupina zaposlenih z močnimi osebnostmi in trdnimi mnenji, ki so jih pripravljeni tudi agresivno zagovarjati, občasno zasenči njega in druge sodelavce, ki morda sploh ne pridejo do besede. Konflikt je zato marsikdaj potlačen pod preprogo, kar povzroča neizražene zamere in ruši ravnovesje v timu. Direktor bi moral te konflikte znati spreobrniti v pozitivno smer, jih imeti za vir konstruktivne debate in razumevanja različnih aspektov problema.

Ugotovimo lahko, da so neke vrste hierarhija in jasno določeni odnosi med zaposlenimi v podjetju še vedno ključnega pomena, kar se izkaže predvsem v času krize, ko je prisotna potreba po hitrem in efektivnem odločanju. Namesto tega pa razpuščen proces odločanja vodi do pomanjkanja spoštovanja in nezaupanja v pravilnost in tehtnost direktorjevih odločitev. Nedoslednost demotivira podrejene, načenja avtoriteto in celoten proces sprejemanja odločitev. Direktor bi moral slednjega bolj strogo vzeti v svoje roke, se odmakniti od svojih čustev in subjektivnih mnenj ter ne dovoliti ekipi, da vsak po svoje ustvarja verzije rešitev, namesto, da se med seboj usklajujejo.

Naslednji očitek je, da je v podjetju vse preveč sestankov o sestankih, ki so zgolj sami sebi namen, namesto, da bi se posluževali bolj hands-on pristopa, se pravi se stvari lotili na bolj praktičen način, ki bi bil hkrati tudi manj potraten glede časa, katerega v kriznih trenutnih vedno primanjkuje. V takšnih situacijah se pogosto izkaže, da je hitra odločitev bolj nujna in koristna od dobro pretehtane, stoodstotno pravilne odločitve, ki pa vzame preveč časa in morda med tem že celo izgubi svoj namen.
Direktorju svetovalci in podrejeni očitajo, da je preveč debatiranja in premalo dejansko storjenega. Rifkin se je sicer zavedal, da v sistemu škripa, vendar pa je v ta namen spet ustanovil komite za preučitev procesa odločanja, ki bi podal predloge za izboljšave. Odločitve in kako se do njih pride so domena nadrejenega – sam bi moral vzpostaviti nek delujoč sistem, saj to ni stvar podrejenih. Poleg tega ima Rifkin v timu tudi ljudi, ki so bolj praktično naravnani in s tega vidika zelo sposobni (npr. Nora Stern, bivša podjetnica, ki je v Nutrorim prišla potem, ko je ta prevzel njeno podjetje), a njihovih potencialov ne zna pravilno izkoristiti v tem smislu, da jih, kot že rečeno, delegira v razne komiteje, kjer se bolj ali ne debatira o problemih, a se ne lotijo iskanja konkretnih rešitev.
Kljub očitkom, da je preveč besed in premalo storjenega, pa managementu vseeno ne uspe ustrezno definirati in analizirati problemov, zato so odločitve včasih nepremišljene oziroma ne popolnoma aplikativne v danih situacijah, kot na primer ko se je podjetje po hitrem postopku odločilo umakniti izdelek Charge Up s polic, saj so se bali slabe publicitete, niso pa preučili kakšne so alternative in če bi se morda vseeno lahko našla boljša možnost za rešitev problema – svoje strokovnjake bi lahko poslali raziskati vzroke zastrupitve in bi v tem primeru verjetno hitro ugotovili, da imajo ti ljudje poleg Charge Up-a še drugo skupno točko. Vsi so namreč obiskovali isti fitnes center, kjer so se zastrupili s pokvarjenimi sadnimi napitki. S tem bi si prihranili skrbi in dobiček, izgubljen na račun umika izdelka s trga ali pa bi ta čas vsaj skrajšali.

Naslednji problem je zelo povezan z zgoraj omenjenimi, vendar sem ga posebej izpostavljam šele na tej točki zaradi logičnega sosledja. Pravzaprav to ključna napaka Nutroriomovega direktorja, in sicer delegiranje odločitev drugim, podrejenim. Namesto tega, bi moral pokazati bolj odločno voljo do vodenja in sprejemanja lastnih odločitev.
Top manageriji so sicer redko strokovnjaki na vseh področjih, katerih se dotika poslovanje podjetja, česar od njih niti ni realno zahtevati. Kar pa se od njih pričakuje je, da prepoznajo potenciale v virih in ljudeh, ki jih imajo na razpolago in znajo to izkoristiti. Kot v članku komentira Christopher J. McCromick, izvršni direktor L.L.Bean v Freeportu (Maine, ZDA) (Garvin 2006, p.24), Rifkin svojim podrejenim ne zastavlja pravih vprašanj – ta bi se morala bolj kot na končno določitev smo nanašati na posamezne aspekte problema in biti naslovljena na temu primerne osebe. Rifkin ima pod seboj celo vrsto strokovnjakov z različnih področji, od njih bi moral zahtevati poglobljene informacije in na podlagi teh odgovorov sestaviti rešitev problema v smiselno celoto, namesto da se od težave oddalji s tem, da določuje komiteje in podkomiteje, katere zadolžuje za iskanje neke splošne rešitve problema in jim s tem praktično delegira odločitve. S tem seveda ne podcenjujem vrednosti konstruktivne debate, ki je vedno dobrodošla, vendar pa bi moral vodja odločanje voditi v tej smeri, da kot rečeno potegne iz svojih podrejenih vse kar je na voljo – podatke, mnenja, predvidevana in alternative, potem pa na podlagi tega sam sprejme odločitev.
Rifkin bo moral v prihodnosti pokazati močno vodstvo ter vzpostaviti neke standardne postopke sprejemanja odločitev – posebej v primeru investicij, prevzemov, lansiranja novih izdelkov na trg, managementa tveganj ipd. Ti postopki bi morali biti relativno enostavni in jasni vsem. Takšna striktnejša metoda bi v času, ko so se v podjetju odločali o usodi Charge Up-a, naredila odločitev veliko lažjo in zanesljivejšo.
Morda Rifkinovo delegiranje odločitev še bolj bode v oči v primeru nakupa delnic podjetja Dipensit, za katerega se je odločil na podlagi mnenja finančnega direktorja Wiseman-a. Rifkin je sicer nekoliko dvomil v to odločitev in tudi drugod po podjetju se je šušljalo o morebitni nekredibilnosti Dipensitovega vodstva, vendar je komite, ki je bil določen za ocenitev nakupa, tudi stal za Wiseman-om. Posledično je odločitev podprl še Rifkin – slepo je zaupal odločitvam finančnega direktorja, ki je očitno močna osebnost, prepričan v svoja mnenja in jih vneto zagovarja, vendar pa se je v tem primeru zmotil, nepremišljena odločitev pa meče še slabšo luč kot na njega na Rifkin-a, ki ni upošteval vseh mnenj in preučil nakupa delnic z vseh zornih kotov.

Še zadnji problem, ki ga članek oziroma komantatorji izpostavljajo je delovanje na podlagi slutenj in instinktov. Tega se dotakne predvsem Domorski, podpredsednik poslovanja pri Avayi v Basking Ridge-u (New Jersey, ZDA), ki pravi, da odločitve očitno niso dovolj poglobljene in se vsi ravnajo bolj kot ne po občutku. Intuicije in instinktov ne smemo slepo zanemarjati, saj nas večkrat pravilno usmerita, vendar pa morejo biti odločitve vseeno pretehtane svoji pomembnosti primerno. Domorski (Garvin 2006, 29)s svojim komentarjem cilja predvsem na že omenjeni nakup delnic. Investicija bi morala biti po njegovem dobro preučena, preden se podjetje odloči jo izvesti ali ne – pomembni so t. i. trdni in mehki faktorji, s tem pa misli, da niso pomembni zgolj tehnični in finančni podatki, temveč tudi mnenja ''sosedov'', vtisi in podobno.

Za lažji pregled na tej točki še strnjeno povzemam ključne napake, ki jih lahko s pomočjo primera Nutrorim prepoznamo v procesu odločanja: a. Podjetje v predvidljivih situacijah deluje, v času, ko nastopi kriza pa se pokaže slabo zastavljen proces odločanja; b. Razpuščena struktura in pomanjkanje hierarhije/jasnosti odnosov med vodilnimi; c. Preveč neproduktivnega razpravljanja o problemih v primerjavi z delom na konkretnih rešitvah; d. Delegiranje odločitev podrejenim; e. Pretirano zanašanje na slutnje in instinkte.

4. VREDNOTENJE (IN PRIMERJAVA)
4.1 Vrednotenje članka
Članek All the Wrong Moves opisuje torej primer podjetja in njegovega vodstva ter do kakšnih problemov prihaja v njihovem procesu odločanja. Zgodba je dovolj realno zastavljena, da lahko iz nje potegnemo koristne podatke in analiziramo prednosti in slabosti Nutrorimovega managementa v času krize ter se tako do neke mere učimo iz napak drugih.

Glavna kritika članka je, da nekoliko posplošuje in nastalo situacijo v Nutrorimu obravnava prepovršno. Ne avtor ne komentatorji ne izpostavijo pomembnega dejstva – potrebe po razčlenitvi problema. Iz opisanega ni razvidno, da bi se vodstvo dejansko posvetilo temu in se raje ukvarjajo sami s seboj. Analiza problema in možnih alternativ za njegovo rešitev bi bila koristna v vseh opisanih primerih – pri odločitvi glede nakupa deleža v Dipensitu, reševanju krize v zvezi z zastrupitvami ter pri proučevanju funkcionalnosti postopkov odločanja. Na slednje opozarja tudi eden od bralcev, ki so se na članek objavljen v Harvard Buiness Review odzvali s komentarji. Če bi podjetje torej preučilo vse opcije, ki jih imajo, predvidelo potencialne izide posameznih odločitev in si zastavilo vprašanja, kot so na primer: * Ali je avtoriteta in vsi razumejo kje je njihovo mesto v hierarhiji podjetja, ter kaj so pravice in dolžnosti, ki jih to prinaša? * Je pri odločanju na voljo preveč informacij in to pravzaprav zavira, paralizira odločitve; ali so informacije pomanjkljive in nezadostne za sprejemanje objektivnih in učinkovitih odločitev? * V kolikšni meri je sploh prisotna volja do ukrepanja?;
Takšna in podobna vprašanja bi bila podjetju v veliko pomoč pri kritični presoji notranjih problemov in bi hitro pokazala kako in kje je prostor za izboljšave glede Nutrorimovega odločanja (Gunther 2006, p.152).
4.2 PRIMERJAVA S SORODNIMI ČLANKI – Who has the D? How Clear Decision Roles Enhance ORganizational Performance
Za primerjavo z Garvinom sem uporabila še članek Who has theD? How Clear Decision Roles Enhance Organizational Performance (Rogers in Blenko 2006), predvsem zato ker imata avtorja do problema odločanja podoben pristop, kot je opisan zgoraj in, kar hkrati Garvinu očitajo, da mu manjka – Rogers in Blenko zagovarjata postavljanje vprašanj, problema pa se lotita še širše in izpostavita štiri glavne kategorije t. i. zastojev v procesu odločanja ter določita pristop RAPID. Vse je podrobneje obrazloženo v nadaljevanju.

4.2.1 Ocenjevanje procesa odločanja s pomočjo vprašanj
Kot omenjeno tudi Rogers in Blenko (2006, p.60) svetujeta, da si za samokontrolo in diagnostiko odločanja zastavimo vprašanja kot so sledeča: * So bile odločitve prave? * So bile sprejete v pravem času oziroma pravočasno? * So bile primerno izvedene? * So bili vključeni pravi ljudje, na pravi način? * Je bilo za vsako odločitev jasno, kdo naj bi podal predloge za rešitev, kdo bo imel odločilno besedo, kdo bo odgovoren za izvršitev? * So bile odločitve osnovane na podlagi primernih informacij? * Se je odločanje izvajalo na pravem nivoju v podjetju?
Ta proces naj bi spodbujal samokritiko in lažje prepoznavanje, kje se pojavljajo problemi, saj se veliko krat izkaže definicija problema kot najpomembnejša stvar na poti h rešitvi, a ta korak vse prepogosto zanemarjamo, zato naše odločitve niso nujno vedno primerne in aplikativne glede na dano situacijo.

4.2.2 Kategorije zastojev
Po Rogersu in Blenku (2006, 54–61) obstajajo štiri kategorije, kjer običajno prihaja do zastojev pri odločanju. Te so: globalno proti lokalnemu, center proti poslovni enoti, funkcija proti funkciji ter notranji proti zunanjim partnerjem.
Globalno proti lokalnemu: to se nanaša predvsem na velika podjetja, ki poslujejo izven meja svoje države in prodajajo svoje izdelke po vsem svetu. V teh primerih je odločitve težko usklajevati tako z lokalnimi kot globalnimi potrebami. Če se podjetje osredotoči predvsem na izvoz in tuje trge, so potrebe lokalnih kupcev, ki so bili večinoma prva ciljna skupina, hitro zanemarjene, kar znižuje učinkovitost prodaje na domačem trgu. Po drugi strani pa, če se podjetje preveč osredotoči na lokalno, lahko to zmanjša možnosti za ekonomijo obsega in širitev poslovanja.
Center proti poslovni enoti: tu prihaja do dilem, kje naj se sprejemajo končne odločitve – na ravni poslovnih enot, ki so bližje strankam in so bolj seznanjene s prakso, ali v centru – sedežu podjetja, ki ima širši pregled nad poslovanjem podjetja kot celote in lahko zastavi širše cilje.
Funkcija proti funkciji: tu prihaja do najpogostejših dilem, ko je vprašanje kdo sploh naj odloča. Kot primer lahko vzamemo oblikovanje novega proizvoda – kdo naj ima končno besedo, oddelek za razvoj ali oddelek za trženje? Koordiniranje odločitev med funkcijami lahko privede do kompromisa, ki pa ni optimalna rešitev ne za eno, ne za drugo stran, niti za trg.
Notranji proti zunanjim partnerjem: to se dotika predvsem podjetij, ki grejo v outsourcing, skupna vlaganja, strateške povezave in franšize. Pri takšnih dogovorih morajo biti matična podjetja jasna glede tega, komu pripadajo katere odločitve. Zunanji izvajalci se tako na primer ne morejo na lastno pest odločiti o spremembah pri zaposlenih, njihovih plačah in delovnih pogojih.

4.2.3 Odpravljanje zastojev – RAPID pristop
Najpomembnejši korak pri odpravljanju zastojev in napak v procesu odločanja, je kot že omenjeno, jasna določitev vlog in odgovornosti. Dobri vodje imajo jasno predstavo o tem, kdo je prava oseba za zbiranje informacij, kdo se mora v primeru katerih odločitev strinjati in dati odobritev, kdo je odgovoren za končno odločitev ter kdo je odgovoren, da je ta implementira. Ta proces mora postati rutina, kar pomeni boljšo koordinacijo in krajši odzivni čas.

Podjetja iščejo razne poti kako doseči transparentne metode odločanja in delegiranja dolžnosti in odgovornosti. Rogers in Blenko (2006, 55) v ta namen predlagata RAPID pristop, kar je angleška kratica za recommend, agree, perform, input in decide ter predstavlja pet glavnih vlog v procesu odločanja.

Rapid – hitro: ljudje v tej vlogi imajo nalogo zbrati informacije, osnovati predloge, podati analize in sprejeti temu primerno odločitev v relativno kratkem časovnem okvirju.
Agree – odobritev: to vlogo imajo posamezniki z vetom na predloge in ideje, se pravi morajo predloge odobriti preden se jih pošlje k višji avtoriteti. Da odločanje teče tekoče, je potrebno le nekaj ljudi s takšnimi pooblastili, kot so na primer vodje pravnih oddelkov ali vodje enot.
Input – prispevek: posamezniki, ki imajo kakršen koli prispevek pri projektu prispevajo mnenja in predloge, saj imajo več informacij o tem kako praktičen je predlog za rešitev problema in ali bo dejansko uporaben.
Decide – odločitev: v celotnem procesu mora obstajati ena oseba, ki ima zadnjo besedo. Tej pravita avtorja oseba z velikim O, ker je zadnja v verigi odločanja in odgovorna za sprejemanje odločitev ter tista, ki poskrbi, da se izvršitev spravi v tek. Ta oseba mora znati dobro presojati situacije v poslovnem svetu in predvideti posledice svoje odločitve.
Perform – izvedba: po sprejetju odločitve je vedno nekdo, posameznik ali skupina, odgovoren za izvršitev. Določitev vlog in odgovornosti je eden od ključnih korakov.

Teh pet procesov ali vlog mora biti jasno določenih in usklajenih, da proces odločanja nemoteno deluje.

Opisani koraki se zdijo povsem logični in morda nepotrebni, da bi zapravljali čas za premislek o tem, vendar pa se v praksi vse prepogosto dogaja, da se postopek odločanja zaplete in postane nejasen, sploh kadar se je potrebno na novo nastalo situacijo hitro odzvati z inovativnimi rešitvami. Zato je pomembno, da obstaja nek utečen in pregleden sistem, ki je jasen vsem in bo funkcionalen tudi v kriznih časih, ko so pomembne hitre odločitve, saj se moramo v tem primeru izogniti dodatnim zapletom, ki bi jih povzročale nedodelane tehnične podrobnosti, kot so postopki odločanja, določanje avtoritete, odgovornosti ipd. Podjetja naj bi torej stramela k poenostavitvi postopkov – funkcionalen proces odločanja je v naprej dodelan do podrobnosti, vendar še vedno dovolj preprost, da se ga da prilagoditi potrebam.

5. SKLEP
Namen seminarske naloge je bil do kakšnih napak prihaja v procesu odločanja in z analizo teh napak izoblikovati neko shemo procesa odločanja, ki zagotavlja funkcionalnost in efektivnost ter odgovoriti iz tega izpeljano na raziskovalno vprašanje – kje prihaja do napak v odločanju ter kako se izogniti slabemu managementu, kar se tiče sprejemanja in delegiranja odločitev.

Če torej povzamemo ugotovitve iz teksta zgoraj, ugotovimo, da do napak znotraj organizacije oziroma poslovne enote najpogosteje prihaja zaradi nepredvidljivih situacij, na katere podjetja niso pripravljena in se ne znajo primerno odzvati, zaradi slabo zastavljene strukture in nejasnosti glede avtoritete ter pravic in dolžnosti, ki jih različni položaji v podjetju prinašajo. Dogaja se tudi, da pristop do problemov ni dovolj praktičen, je preveč odločitev sprejetih na podlagi instinktov, namesto na podlagi analize podatkov; ter da so odločitve delegirane nižjim položajem, ko bi morale v resnici biti stvar vodje.

Gledano širše pa izzive v odločanju postavljajo dileme na kateri ravni naj se odločitve sploh sprejemajo in kot so na primer lokalno proti globalnemu – naj se podjetje osredotoči na lokalni trg ali naj se skoncentrira na globalno poslovanje?; center proti poslovni enoti – katere odločitve naj sprejema sedež podjetja in katere naj sprejemajo poslovne enote?; funkcija proti funkciji – vodje katerih oddelkov naj imajo glavno besedo pri določenih projektih, kar je pogost problem, saj se morajo oddelki večinoma koordinirati in lahko prihaja do nasprotujočih si mnenj; ter notranji proti zunanjim partnerjem – veliko podjetij ima zunanje partnerje, ki pa imajo omejeno svobodo določanja.
Odgovor na vprašanje kakšna naj bi bila shema odločanja do neke mere podajata Rogers in Blenko, ki predlagata, da si vodje podjetij pomagajo s postavljanjem vprašanj in tako hitreje prepoznajo kje prihaja do zapletov, poleg tega naj bi se držala dobro skoordinirani RAPID sheme.

Kako se izogniti slabemu managementu odločanja torej nima jasnega in enostavnega odgovora, saj je treba na problem gledati z večih zornih kotov, si pa lahko pomagamo s pogostim samoocenjevanjem in s pomočjo zgoraj predlaganih tehnik. V vsakem primeru pa mora to biti rezultat prepletanja med avtoriteto, pravo voljo in ustreznimi informacijami.

6. LITERATURA IN VIRI
Gunther, Jack. 2006.
By: Garvin, David A.. Harvard Business Review, Jan2006, Vol. 84 Issue 1, p18-41
By: Gunther, Jack. Harvard Business Review, May2006, Vol. 84 Issue 5, p152-152 7. By Jack Gunther, Market Development Executive, Retired, IBM, La Canada Flintridge, California

AvtorMožina, Stane
Kavčič, Bogdan, 1939-
Tavčar, Mitja I.
Pučko, Danijel
Ivanko, Štefan
Lipičnik, Bogdan
Gričar, Jože
Repovž, Leon
Vizjak, Andrej, 1965-
Vahčič, Aleš, 1944-
Rus, Veljko
Bohinc, Rado, 1949- Naslov Management / Stane Možina ... [et al.] Vrsta/vsebina znanstvena monografija Jezikslovenski Leto1994 Založništvo in izdelavaRadovljica : Didakta, 1994 ([Ljubljana] : Mladinska knjiga) Fizični opis1072 str. : ilustr. ; 28 cm ISBN86-7707-52-8 !
86-7707-078-8 COBISS.SI-ID41203712 http://cobiss5.izum.si/scripts/cobiss?ukaz=DISP&id=2131255417045611&rec=2&sid=1 AvtorMihelič, Anton Naslov Management in podjetništvo / zbral in priredil Anton Mihelič Vrsta/vsebina učno gradivo Jezikslovenski Leto2000 Založništvo in izdelava Ljubljana : Leila, Kadrovsko svetovanje, Višja strokovna šola, 2000 http://cobiss6.izum.si/scripts/cobiss?ukaz=DISP&id=1015147211141628&rec=29&sid=2 8. PRILOGE: vodila za diskusijo/prosojnice * Poznate kakšne slabe primere vodenja/odločanja? (morda na vašem delovnem mestu?), se je vaše podjetje kdaj soočalo s kakšno krizo – kako so reagirali vodilni, kdo vse je bil prisoten pri odločitvah? *

--------------------------------------------
[ 1 ]. Investicijo Domorski primerja z nakupom hiše, kjer se je dobro glede mnenja pozanimati tudi pri sosedih, kar bi v primeru nakupa poslovnega deleža podjetja pomenilo govorice in neuradne podatke, ki pomagajo ustvariti pravo sliko.
[ 2 ]. Zastoji, v originalu bottlenecks – opomba zgolj za boljše razumevanje, saj v slovenščini nimamo prevoda, ki bi pomensko čisto ustrezal.
[ 3 ]. Besedam sem v nadaljevanju določila smiselne pomene glede na kontekst, niso pa ustrezni dobesedni prevodi.
[ 4 ]. The person with the D (D for Decision).
[ 5 ]. Vloge so namenoma zamenjane in ne sledijo zaporedju v kratici, saj je ta vrstni red bolj smiseln, ker se kronološko ujema s fazami odločanja.

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Professional Workplace Dilemma Paper

...looking to get a promotion as a manager soon. Currently he or she is doing some shift leading from time to time. However, you notice that sometimes while he or she is shift leading he or she takes advantage of the little bit of authority that they have been granted for his or her eight hour shift. Now you have brought the change in the shift leader’s attitude to the attention of your managers. You have explained that there is a little abuse of authority with, yelling, name calling, snatching things from other employees hands, not giving lunch breaks, gossiping about other employees to their employee friends who happen to work there, and so forth. The managers state that they will look into it and handle it, not to worry. This is where it all begins. I worked for Lowes Home Improvement Store for about a year. I enjoyed working there. I liked working with the public, making customers happy, giving them my input on their home improvement needs and them actually taking my advice. It made me feel really good. Some customers were so happy with some of my suggestions...

Words: 1658 - Pages: 7