Fundamental principles of decision-making and management
The process of decision making is fundamental in any organization. This is more so for those in management positions who have to ensure that they solve issues and plan for the future in order to achieve the organization goals and objectives. The decision making process is fundamental and provides foundation to organization management teams. There are many principles that guide mangers when they are making crucial decisions in regards to the organization. One of the principles of decision making and management is assigning priorities. In an organization not everything has the same importance. It is, therefore, crucial to prioritize by ranking things according to its value and importance in order to create a direction in management. The other principle of management is the need to set a time frame that gives the management team a view of the time they have to work on their decisions. It is better to be 80 percent correct and first than to be late and 100 percent correct. The third principle of decision making and management is the need to gather all the evidence that are up to date and provides all the hard facts that exists on the issues. The next process is to organize the facts based on the priorities to aid in making a decision (Winkelman & Lienesch, 2012).
The fourth principle requires the management to paint the scenario they are facing and the outcome they expect from the situation. They need to ask questions like ‘what do we need to achieve or want? How do we get there? The other principle is to weigh the pros and cons of what the management wants to achieve through the decision making and management process. This includes the compromises and the minuses that need to me made; hence the need to weigh the costs and the benefits of the decision to be made. The need to explore all the ramifications involved in the decision making process and management is another valuable principle. It entails getting information on who might be affected, the different impacts of the decisions. It is vital to keep emotions intact when exploring these ramifications. The other key principle that helps in the decision making process is the use of wisdom, courage and use instinct instead of procrastinating with the hope of avoiding risks. It is also important to put the decision into action by executing the action plan and be ready to accept consequences that may arise from these decisions. The last principle is evaluation of the outcomes of the decision made and the different steps of the plan. This helps build decision making and management skills and judgment (Martin, 2002). These principles are valuable in the real world setting as it helps one understand how his or her decision results in different outcomes. There are various steps that one needs to understand and apply in order to make the right decision. These decisions apply to the real world setting as people are faced with decisions to make every day, and they need to have a plan for making the right decision.
Theodore Roosevelt: Background and credentials
The 26th president of the United States of America, Theodore "T.R." Roosevelt, Jr. was born in 0ctober 27th 1858 and died in 99. He is accredited as an author, explorer, politician and historian. He led the Republican Party, "GOP" and founded the Progressive party. He was a sickly child born to a wealthy family in New York, but he overcame his sickness through engaging in various in strenuous physical activities. He went to Harvard University after being home-schooled where he took a major in biology and took boxing and naval affairs as extra curricula activities. He was elected to the state assembly in New York after leaving Harvard. He took an active role in making reforms in GOP. He published his book The Naval War of 1812 in 1882, making a name for himself as an historian and an established writer. He went in ranching business after the death of his first wife and came back to New York after a blizzard destroyed his ranch. He ran for the mayoral position, but lost. He then took into security issues where he was in charge of New York City police and later run the Navy Department. He formed the Rough Riders movement after the outbreak of the war with Spain. He was elected as the governor of New York where he was also nominated for the GOP where he worked with William McKinley to campaign against radicalism and called for prosperity and imperialism. He was also a strong advocate for national honor. The assassination of McKinley, led to his inauguration at the young age of 42 where he tried to move the Republican Party towards progressivism. He was re-elected in 1904 where he ensured that the average citizens received a fair deal for the average citizens while at the same time breaking up the monopoly in organizations. He was the first American president to speak out about the need for conservation (Roosevelt & Hunt, 1994).
Decision making style
President Roosevelt had a unique decision making style where he made sure that he had all the facts right. It was common to find him going undercover to gather all the details before making any decision. This fits in with the principle of management. His style of connecting with people was critical in his leadership. This is fundamental in managements as everyone needs to be comfortable with the decision been made (Alvesson, 2002).
P-O-L-C framework
President Theodore Roosevelt played a key role in shaping the nation and the P-O-L-C framework. The progressive era brought in a new wave of ideas that hoped to progress the society towards the future. The key policies of this time were purification of the government, encourage women suffrage and reduce the power of local business people. The practices of his presidency also included practices such as trust busting and square deals that aimed at promoting equality among members of the average citizens. His presidency went a long way in changing and shaping the nation and the world in relation to P-O-L-Framework. He was a keen decision maker, who believed in doing in depth analysis and planning, coming up with an organized way to do things and leading. He did not believe in giving orders. He was always part of the group telling people to come instead of going (Ybema, 2011).
The Aspects of organizational culture that have resulted from Roosevelt's decisions and values
The organizational cultures that have resulted from Roosevelt’s decisions and values include doing an in depth search of facts. Managers nowadays identify the importance of having hard facts to aid in decision making. His ability to communicate with the members of his team also makes a key aspect of organizational culture. Roosevelt also identified the importance of communicating visions to the members of the organization. This strategy is useful now. It was one of the key features in Roosevelt’s success as he identified with the audience and this helped him enunciate his vision. He was in a good position to help those under his leadership to understand the role they had in the success of their ventures.
Strategies used by Roosevelt
Theodore Roosevelt implemented many strategies during his time that are still useful in the current times. One of the key strategies that led to his success was the aspect of being fast and hard. He believed in working fast and hard as he did when he formed the Rough Riders. His decision making abilities applied to different situations, and he acted as per the demands of the time. He was quick to implement his management skills early in his transition. This made his term successful as people were quick to adapt to new management skills, and it removed the issue of uncertainty in lower-level management. He was a strong believer in action as he was often quoted saying “Life is action.” Through his seize and hold initiative, Roosevelt followed a scientific, methodological and well-thought plan (Drucker & Maciariello, 2008).
The other strategy that ensured his success was his ability and desire to inquire fast before making any decision. This fits in with the decision making and management principles. This helped him to understand the depths of the decision he was going to make. His study in history and time in the navy gave him the ability to set the terms for engaging, preparing and sharpening his focus. He used vigor through his leadership skills where he ensured that his teams remained united and high performing. Roosevelt also identified the importance of communicating visions to the members of the organization. This strategy is useful now. It was one of the key features in Roosevelt’s success as he identified with the audience and this helped him enunciate his vision. He was in a good position to help those under his leadership to understand the role they had in the success of their ventures.
Roosevelt’s failures
Though he was a visionary leader, his statement in regards to the breeding of people like criminals and sick people was a failure in his part as a leader and decision maker. The statement changes the way people view him as he seemed inhuman a character and strategy that is not expected from a respected leader like him. This is applicable to an organization as a leader should look for ways to support the people not eliminate them.
References
Alvesson, M. (2002). Understanding organizational culture. London: SAGE.
Drucker, P. F., & Maciariello, J. A. (2008). Management (Rev. ed.). New York, NY: Collins.
Martin, J. (2002). Organizational culture: mapping the terrain. Thousand Oaks: Sage
Publications.
Roosevelt, T., & Hunt, J. G. (1994). The essential Theodore Roosevelt. New York: Gramercy
Books.
Winkelman, J. M., & Lienesch, M. (2012). A working democracy Progressivism and the politics
of work. Chapel Hill, N.C.: University of North Carolina at Chapel Hill.
Ybema, S. (2011). Organizational culture. Cheltenham: Edward Elgar.
