CFLM-201 - Notes Module 2

CHARAC
TER
FORMA
TION 2
(Leadership,
Decision-
making,
Management
and
Administration)
BELGAR, JHUN RAY G. RCrim., FILES

CHAPTER 3
UNDERSTANDING MANAGEMENT
Management
Management is a set of principles relating to the roles of
planning, coordinating, directing and regulating and the
implementation of those principles in the efficient and effective use of
physical, financial, human and information capital to achieve
organizational objectives.
Definition of Management
Management thinkers have defined management in their own
ways:
A set of activities directed at the efficient and effective utilization of resources in the pursuit of
one or more goals.
Van Fleet Peterson
Working with human, financial and physical resources to achieve organizational objectives by
performing the planning, organizing, leading and controlling functions.
Megginson, Mosley and Pietri
Management is a problem solving process effectively achieving organizational

objectives through the efficient use of scarce resources in a changing environment.
Kreitner
Management is an art of knowing what to do, when to do and see that is done and
see that it is done in the best and cheapest way.
F.W Taylor
Management is an art of getting things done through and with the people in formally
organized groups. It is an art of creating an environment in which people can perform and
can cooperate towards attainment of group goals.
Harold Koontz
Other Views on the definition and scope of Management.
“Managing is forecasting and preparing arranging, directing,

managing and regulating”. Says Henri Fayol. Fredmund Malik describes
management as “transforming capital into value.” It is described by
Ghislain Deslandes as “a weak force, under pressure to achieve
results and endowed with the threefold power of constraint, imitation

and imagination, operating at subjective interpersonal, institutional
and environmental level”.
Management as a Process
Management as a process began with the sole purpose of

attaining an objective. Further, it is specifically done in order to:
The purpose are”
1. Rise client’s satisfaction with the services the company

provides.
2. Develop personnel experience, abilities and capacity, or
3. Accomplish a particular goal or goal.
Management as a mechanism often includes interrelated processes by

which management within an entity manages and controls the
organizations resources to achieve desired outcomes. This requires
not only managing and using financial resources alone, but also human
resources, as they are also important to an organization in order to
achieve its stated objectives.
Managers need to build a comfortable working atmosphere that

promotes healthy employee relations within the company. They will
make sure that the human resources work in harmony to achieve the
goal of the organization. Having full oversight of an organizations
affairs, managers need to follow due process to set goals and come up
with plans for achieving outcomes. Both phases of planning and
execution include due processes which the manager must strictly
adhere to.
Management: The Never Ending Process
It simply means that management is a phase that will never

stop, because the company remains. Managers would always force
themselves to tackle tasks, goals, and problems at a certain point in
time.
ACTIVITY MANAGEMENT
Task management is the practice of recording personnel’s day

to day accomplishments in an order in success, as it helps to monitor
the organizations course and maximize its works efficiency. It relies

on the philosophy that the knowledge from higher levels of the
company in a personal or group workers organization therefore it is
essential to proper recording process and cannot take place without
controlling the activities.
Managing tasks will help the workers organize their daily work.
The activity management system helps their results this promotes
workplace, accountability as job tasks are accurately monitored, and
subordinate deserved notifications are given according to the
employee’s daily observed progress. Tracking the work of the
employee and the amount of time spent helps identify where
improvements are essential.
Elements of the Ideal Activity Management Label
Monitoring this recorded information on a regular basis is

essential to assure the completion and accuracy of the record.
1. The Activity (which is a brief description of what you do).

2. Type of activity (whether it is meaning, an email, phone or
others).
3. Name of the Task.
4. Title of the Project.
5. Name or category of the project.
6. The time length of the activity.
7. Date of the task
Importance of Activity Management
1. It gives both employer and the employees’ information on the

performance of the personnel involved.
2. It helps to organize and emphasize the importance or relevance
of the task at hand.
3. It also helps to avoid miscommunications and mistakes of task
repetition in the workplace.
Management as a Discipline
Management is also a discipline because it includes learning

the procedures and values required to perform official administrative
duties, as well as demonstrating the code of conduct that the
managers must obey when performing their duties. Management us

also being taught, as with other research or discipline courses, at the
numerous institutes and universities around the world.
Individuals may secure jobs as the managers after they have

earned a diploma certificates of higher degree. Managers also have
opportunities to increase their expertise and competence by obtaining
a higher degree of management certification.
Management as an Art
Management is also known to be an art, because both share

similar characteristics. Art is structured body of knowledge that
requires imagination and expertise. An artist often needs constant
practice in order to become faultless or achieve a degree of perfection
which is considered acceptable.
Art is taught and put to use. The apprenticeship cycle comes

before application. There are vast amounts of resources available to
learn and develop knowledge about art in the industry, which includes
study materials and books to help artist gain a better understanding
and deliver quality production. The same holds true for management.
By learning, theoretical knowledge is gained. In other words,
managers will learn about the operations and concepts of
management that are presented in the study material.
While studying art, one can learn and gain theoretical

knowledge but it does not end there. To yield results the knowledge
gained has to be implemented effectively. And as a result, each artist
is required to possess personal skills and imagination so he or she can
make a good use of the knowledge gained. Even if two or more artist
learn the same thing, their ingenuity and talents will decide how well
they end up using the acquired knowledge.
The same is true of management. Learning the values and

philosophies of management is not enough. One requires the skill and
imagination required to make use of the information learned to
produce positive results. As with art, two or more managers can learn
the same thing, but because if their skill and creativity the result
generated could be different.
Management as a Group
In any way, the concept of management suggests that it is group.

In general, administrative functions are not performed by one person
alone. For most cases, as companies expand, many specific

managerial roles are generated so that the organization can meet its
desired objectives.
Management as an operation carried out by a group of people

saddled with the responsibility of keeping the company going and
achieving a specific goal. In other words, a community composed of
people with specific knowledge of the organization or managerial roles
will work together to manage a business.
Management as a Science
Management is also a science, because everything used to classify

a field as science is involved. Science, for example, establishes the
relation of cause and effect between variables. It also takes into
consideration, he values that bind the variables concerned. Scientific
concepts are thus formulated using the standard scientific methods
that involve testing. And the method involves testing and checking via
a series of tests.
One of the features which indicates that science and management

are the same is the universal acceptance of scientific principles. In
other words, scientific laws are the same in every case and in every
part of the world. On the other hand, management has its fundamental
principles that are universally accepted and implemented in every
situation or enterprise. An example of that is the Unity of Command
Principle.
Management as a Profession
Management is also an occupation as it has characteristics that

allow it to be so. A profession is called a career in which one requires
knowledge and undergoes training series to fit perfectly into that role.
A career has limited entry which is also true in management.

Although anyone can assume a managerial role in corporation and
there is no law prohibiting that, many companies now prefer for such
positions individuals with Master’s degree.
The Manager
A manager is a person in the organization who directs the

activities of others. They perform their work at different levels and
they are called by different names:
1. The First Line Managers – They are usually called supervisors r in

a manufacturing the may be called foremen.

2. The Middle Level Managers – these comprise all management
levels between the organization’s supervisory level and top level.
Such managers may be called functional managers, heads of
plants, and managers of projects.
3. The Top Managers – They are the ones responsible for making
organizational decisions and setting policies and strategies
which effect all aspects of the organization. Such individuals may
be named vice-president, managing director, chief executive
officer or board chairman etc.
MANAGERIAL FUNCTIONS
Planning – This is necessary to set goals to develop strategies

for organizing activities.
Organization – It assists in deciding the tasks to be performed,

how to do them, how to organize the tasks and where to make
decisions.
Staffing – This is important for employing different activities

such as training, growth, evaluation, compensation, welfare etc.
Directing – This requires that subordinates be given instructions

and motivated to achieve their goals.
Controlling – This is monitoring practices to ensure that the

workers perform the task as scheduled, and to correct any major
deviations.
MANAGERIALS SKILLS
Managing position requires proper skills to perform various. He

cannot be an efficient manager if he lacks the knowledge and skills to
do the job because it will be the foundations for his workers to be
corrected and driven.
THREE ESSENTIAL SKILLS OR COMPETENCIES OF THE MANAGER

(By: Robert L. Katz)
1. Technical
2. Human and
3. Conceptual
Technical Skills

Managers must be able to work with resources, equipment,
strategies, procedures or the technical skills. First line executives as
well as many middle managers have been active in the activities of the
organization is technical aspects. Even when a manager moves higher
is hierarchy, the need for technical skills is less, but still technical
skill helps in making decisions.
Human Skills
Managers must have the ability to work well with other people both
individually and in a group. Managers need these skills at all levels but
top managers need them the most. The manager has interpersonal
skills because he gets the best out of the people that work with him.
We are able to communicate, empower, lead and inspire confidence
and enthusiasm.
Conceptual Skills
Managers need to be able to integrate and organize the different

activities. Managers must be able to think of abstract ideas and to
contextualize them. We need to be able to see the organization as a
whole and the relationships between its different sub-units, and to see
how the organization fits into its wider context. Conceptual
competencies are important in decision-making. Since all managers
have to make decisions, these skills are necessary for all managers
but they become more important as they form the hierarchy of the
organization.
QUALITIES OF A MANAGERS
Since the manager makes decisions for each type of activity and
his decisions affect an organizations work, he should have the
following attributes to do his job properly:
1. Educational competence
A manager has to have adequate and outstanding preparation.

Besides other educational qualifications they are required to have
management education and training. Educations not only widens the
intellectual scope of executives but also helps to understand and
interpret things properly. Business environment awareness is also
essential to tackle the various problems that the company can
encounter.

2. Intellectual quality
Managers should have a higher level of intelligence relative to

others, because they have more roles in the organization than other
men. Intelligence can assist a manager in evaluating the
organization’s present and future organizational possibilities. He must
be able to predict the things in advance and take the necessary
decisions in due course.
3. Leadership ability
A manager has to be able to direct and motivate people working

within the business. He shall subordinate himself to leadership. The
subordinates’ skills, abilities, and potentials should be retained and
properly used to achieve organizational goals. If a manager has the
leadership qualities then for good of the organization, he will inspire
workers to improve their performance and function to their full
capacity.
4. Training
A manager must develop organizational competencies. As

described in the preceding issue, these skills consist of
technical skills, human skills and logical abilities. These
competencies must be gained by schooling, training, practice
etc. Such skills are important for all executive levels.
5. Technical knowledge and skills
A manager should have technical knowledge of the organization’s

job and other tasks. He will be better placed to assess and direct if he
has knowledge of those things himself.
6. Mental Maturity
To deal with different circumstances a manager should have

mental maturity. He is supposed to be polite, good listener and quick
to respond to situations. He has to take several uncomfortable
decisions that could have an adverse effect on the job if not taken
properly. When dealing with subordinates he will remain calm. All of
these attributes come with maturity of mind.
7. Positive Attitude

Positive attitude is to a manager’s asset. A manager has to deal
with a lot of people from both inside and outside the company. He
should be sensitive and optimistic to different suggestions and
make rational choices. He should not prejudge issues, and should
not take sides. He will try and develop good relationships with
different people dealing with him. He would consider their issues an
attempt to reach out helping hand.
8. Self-confidence
Every manager should have faith in himself. He has to take a lot

of decisions every day; he should thoroughly evaluate things before
making decisions. If he makes decisions, then he should stick to
them and try to put them into practice. A manager lacking
confidence in himself will always be uncertain about his decisions.
This kind of mentality creates more problems than just solving
them.
9. Foresight
A manager has to make a decision not just for the present but
also for the future. The technology, marketing, consumer behavior,
financial set-up etc. are rapidly changing. The economic policy
shifts would repercussion in the future. A manager should foresee
what will happen in the future and plan the organization for the
circumstances to face. The level of foresight will help you make the
right choices and face the challenges to come in the right
perspective. If the problems aren’t properly evaluated, then the
organization can face adverse situations.
ROLE OF THE MANAGER IN AN ORGANIZATION
The role of a manager is very critical within an organization.

An organization’s success will depend on the manager’s ability in
using the resources to achieve organizational objectives. He is an
integral leader in the organization’s role of achieving goals and
targets. Technology and working methods are rapidly changing and
therefore the manager should be professional enough to deal with
these changes.
The word management positions apply to different managerial

activity categories. In his research, Henry Mintzberg discovered
that the prevalent view was that managers were critical thinkers

who evaluated information carefully and systematically before
making decisions. Mintzberg found that a large number of diverse,
unpatterned, and short-duration tasks were engaged in by
managers. Reflective was given little time because managers faced
constant interruptions. He offered a categorization scheme to
describe what managers are doing on the job, based on actual
managers.
DIFFERENT HIGHLY INTERRELATED ROLES OF MANAGERS
1. Interpersonal Roles
A manager has to perform the following duties:
a. Receive visitors from outside, or preside over employees’

social function.
b. Sign as organization’s manager some legal documents.
c. Function as a chief when he is needed to carry out
subordinate activities.
d. Not only to inspire the workforce but also to recruit, fire and
discipline employees.
e. Pay outside organizations for the collection of information
relating to companies.
2. Informational Roles
All managers are required to perform informational roles.
a. To collect information outside of one’s own organizations and

institutions.
b. Perform disseminators position as they deliver information to
the organization’s subordinates.
c. Acts as a spokesman when he represents outsiders to the
organization.
3. Decision Roles
According to Mintzberg, a manager performs four decisional roles.
a. He initiates and supervises new projects to improve the

performance of the organization.

b. As a conflict controller, administrators take corrective actions to
fix previously unknown issues.
c. Acts as resource allocation when allocating and controlling
human, physical, and monetary resource allocations.
d. When debating and bargaining with other parties, he works as
negotiator.
IMPORTANT ROLES OF A MANAGER
As Leader
a. Defining various people’s activities and goals within the

organization.
b. Helps at the work-group to create the right type of atmosphere
and homogeneity.
c. The group’s actions and performance led by him are influenced.
As Coordinator
a. Bring together various resources, both physical and human, for

the achievement of organizational objectives.
b. Mobilizes different resources, brings intelligent understanding
and goodwill among employers to complete work at the
organization.
c. With the aid of effective communication, better plan events and
programs.
As Delegator of Authority
a. Assign duties to the subordinates that he trusted, and delegate

the authority necessary. If they do any work independently, the
subordinates may gain confidence and be prepared for higher
responsibilities.
b. Encourage employees to take up appropriate work according to
their skills and knowledge and train for the next line of
executives.
c. Create proper communication system so that subordinates are
able to get regular guidance and response for the activities taken
up by them.
As Decision-Maker

After addressing various aspects of the problem, taking decisions
for different activities, evaluating them, designing possible
alternatives and choosing the correct one.
Take note:
A decision which is made at the right time will yield good results. In
its decisions a manager must create consistency, firmness and
conviction. A manager who constantly changes his decisions will leave
his subordinates in doubt. The subordinates will be directed by a
decision-making capacity and the ability to take correct decisions at
the appropriate time.
As a Human Relations Practitioner
a. Address workplace issues with staff.

b. Tries to get the best out of the workers, and efforts are made to
boost the organization’s efficiency.
c. Encourage employees to engage in decision making processes.
As a Spokesman of the Organization
a. Acts as the organization’s spokesman.

b. He works with outsiders and provides them with the required
information that they need.
c. Maintains good relationships with all stakeholders including
shareholders, employees, customers, vendors, government, etc.
d. Helps to create a strong organizations reputation not only among
clients but also among outsiders.
A manager should have an understanding of the principles of public
understanding and the advantages of keeping the public informed
while performing the role of a spokesman.
MODERN CHALLENGES FOR MANAGERS
At different times every company has to cope with the external

environment that prevails. This world possess a series of external
obstacles which are hard to control. These factors will impact
significantly on how well a manager performs.

Organizations need to respond to environmental changes with
speed and efficiency to ensure survival.
Below are some of the key challenges which an impact on the job
of managing.
1. Challenge on information Technology (IT)
Information tech is undergoing a transition. Computers, the internet,

intranets. Telecommunications and an endless number of software
applications are available to get things done better.
a. Managers are expected to use technology to carry out their work

and produce desired results. The IT selection must be made by
having the end user in mind and the work to be done.
b. Managers need to know how to communicate with IT experts to
evaluate the most appropriate solutions for the job to be done,
and then consider the best way to implement them,
c. Managers need to determine the best way to network the
infrastructure of an entity, and also decide which information will
be accessible to whom and what kinds of protection are needed
to protect the network.
Efficient managers ensure workers are aligned when the technology
is chosen and introduced. Information Technology will be applied
effectively if the workers are equipped to use it properly.
Using this technology has enhanced employee performance at

work. Managers trained in IT will have a bright future. Some may begin
to work for more than one organization without having to leave their
home office. Managers must remain aware of the opportunities and
challenges that the unabated technology transition poses to the
organizations.
a. Challenges on Globalization
The digital revolution took the whole world back together. Use of
satellites to communicate information has rapidly improved things.
The main component of industry, culture and economic globalization is
the opportunity and freedom to communicate with practically anyone,
anywhere. The digital revolution has facilitated the growth of global
trade and international trade agreements.

A manager must formulate his plans by keeping the world economy
in perspective. He has to get the company ready to face the new
competition. As consumer choices broaden, managers need to find
ways to beat foreign competition for price and quality. The movement
towards globalization is unlikely to change in the future; the best thing
is to face it. New executives should be prepared professionally to
meet future global competition.
DEVELOPING MISSION AND VISION STATEMENTS
Creating the vision and mission statements of an organization are

the first two steps in the process of planning action. Developing a
statement of vision and mission is crucial for community initiatives to
be successful. Such statements clarify the goals of your community in
a concise way, help the organization concentrate on what is really
important and provide a framework for further advancement of other
elements of strategic plan.
Roles Played by Mission and Vision
Mission and vision statements play three critical roles:
1. Communicate the organization’s intent to stakeholders

2. Inform the development of Strategy, and
3. Establish the tangible priorities and goals by which to measure
the success of the strategy of the company.
WHAT IS A VISION STATEMENT?
Their vision is their dream. It’s what your company considers to

be the ideal conditions for your community; that is, how things would
look if you absolutely, beautifully addressed the issue that is important
to you. It could be a world without war, or a society where all men,
regardless of gender or racial background, are treated as equals.
Whatever the dream of your company is, one or more vision

statements, which are short phrases or sentences that express the

aspirations of your society for the future, may well communicate it. In
creating a manifesto or statement of purpose, your organization
clarifies the values and guiding principles, first for yourself and then
for the greater community.
Characteristics of vision statements should be:
a. Understood and shared by members of the organization.

b. Broad enough to include a diverse variety of local perspectives.
c. Inspiring and uplifting to everyone involved in group’s effort.
d. Easy to communicate- they are generally short enough.
WHAT IS A MISSION STATEMENT?
The next step in the action planning process is in practical terms to

the dream of the ground organization. It is here that a mission
statement comes in to grow. The mission statement of an organization
explains what the organization will do, why it will do that.
Mission statements are similar to claims about vision, in that they

also look at the big picture. They are more practical however, and they
are certainly more “action-oriented” than statements of dream. The
statement of vision of an organization will inspire people to dream;
your statement of purpose should motivate them to take action.
General Guidelines in Creating Mission Statements
a. Concise. While not as brief as statements of vision, mission

statements in one sentence also usually get their point across.
b. Outcome-oriented. Statements on task describe the basic results
to which the organization is operating.
c. Inclusive. Although declarations of mission make statements
about the key goals of your community. It is very important that
they do so very broadly. Good mission statements are not
restrictive in the community’s policies or industries that may get
involved in the project.
Example:
“Promoting care and caring at the end of life through coalitions and
advocacy.”

Role of the Mission Statement
Leaders should emphasize the current statement of mission to

employees which clarifies the organization’s objective and key,
measurable goals.
A mission statement is meant for the organization’s staff and

members. Strategic plans can involve changing the organization’s
mission statement to represent a new direction. It will help workers
and the public opt into the change by emphasizing the advantages of
the transition and reducing the gaps.
Role of the Vision Statement
Like the statement of mission, statement of vision helps to define

the intent of the organization. Statements of vision provide guidance
for organizational action and help inspire. Strategic plans may include
a promotional campaign that may include the statement of vision to
encourage stakeholders to partner with the organization as well.
A vision statement is a vision of the future with hope and a positive

outlook. It describes the company’s inspirational, long term plan for
what they will be able to do, who they will help, and how the company
will then be perceived. For now, it’s often out of reach, but not so far
out of reach as to be unattainable. The vision statement gives
everyone a description of what they’re working on.
Purposes of Strategic Planning
Strategic planning is likely to have successes and failures. Leaders

should celebrate the little successes in achieving objectives that are
part of the statement of mission and vision. The mission statement will
help to measure whether the strategic plan is aligned with the
Agency’s overall objectives. The vision statement helps inspires
workers. Workers who feel invested in organizational change are more
likely to stay motivated and have higher levels of productivity.
IMPORTANCE OF CREATING VSISON AND MISSION STATEMENTS

1. These statements can help your organization focus on what’s
really important. Although your organization knows what you’re
trying to do to improve your community, it’s easy to lose sight of
this when dealing with day-to-day organizational difficulties. Your
vision and mission statements remind the members of what is
important.
2. Vision and mission statements offer a snapshot of what the
group is and what it aims to do to other people and organizations.
If statement of vision and purpose is readily accessible, people
know about the organization without having to dig hard for the
details. Instead, those with common interests should take the
time to learn more. This flexibility is very useful when hiring
other individuals and organizations to support the initiative.
3. Statements of vision and mission concentrate the members on
their shared goal. Not only can the statements themselves act as
daily reminder of the organization’s value, the method of creating
them encourages people to see the organization as “theirs”.
Creating these statements builds trust as participant can more
fully believe in something if they have a hand in creating it.
ADVANTAGES OF HAVING A CLEAR VISION STATEMENT
• Bringing people into work together.
• To offer hope for a better future.
• Empowering members of the group to achieve their goals
through constructive and successful action;
• Turn your broad sight visions into more practical, action-
oriented language.
• Describe your priorities clearly and concisely to the
stakeholders.
• Improving the image of your organization as being skilled and
knowledgeable.
HOW TO CREATE VISION AND MISSION STATEMENTS
The organization now has the tools to create the specific messages,
providing a clear understanding of the vision and mission messages.
Unless your community has already formed statements of vision and
mission, consider them in the light of the criteria.
If you feel that your current statements could be changed, you can
easily change them using the following method.

1. Learn What is Important to People in Your Organization and the
Community
As the first step in the development of your action plan is to be

establish your vision and mission statements, it is especially
important that these first steps are well-in community principles
and values. Being aware of the important issues within your
community is vital to the creation of a large, successful and lasting
group of action. And one of the first steps that you will take when
creating your organization’s vision and purpose is to identify the
problems that matter most to people in your group.
Different Ways in Gathering this Information
a. Conducting public forums with members of the community
It is to collect suggestions, feelings, and views on the way they

want to culture to be changed. The discussions and complaints are
registered during public forums. The transcripts of what’s said will
provide the basis for the preparation subsequently.
b. Holding focus group discussions with the people
This would be done for those involved in solving the problems,

including civic members, those most impacted by the problems,
corporations, religious leaders, teachers, etc. Discussions in focus
groups are similar to public hearings but are smaller and more
personal. They are usually made up of small groups of people of similar
backgrounds so that they can feel confident communicating freely
about what concerns them.
Obtaining interviews with people in leadership and service

positions
This involves individuals as local officials, school leaders,

workers at hospitals and social service providers, on what issues or
any needs they expect to occur in the neighborhood. Many individuals
will also have both facts and memories to back up their viewpoints.
2. Decide What to Ask
No matter if you are talking to one person or a crowd, your

purpose is the same – to learn what matters in your community,

List of Questions You Might Use to Focus Your Discussions with
Community Members
These questions may be used for individual interviews, focus

groups, public forums, or in any other way you choose to gather
information.
a. What is your vision/ dream for our community?

b. Why do you want to see change?
c. What kind of group or organization will we be creating?
d. What do you see as the big issues or problems in the society
or organization?
e. How do you see as the main strengths and assets of the group
or organization?
f. How do you think this company or project will be string for?
g. Why will they fix these issues1?
h. How would you like to see success?
While collecting feedbacks from the group, the facilitator

should encourage everyone to express their most idealistic,
optimistic, and constructive ideas. Encourage others to be
interested, and note that you are attempting to articulate a
vision of a better society or organization.
3. Decide on The General Focus of your Organization
After the organizations leaders have learned what the group has
to say, it’s time to determine the organization or initiatives overall
emphasis.
a. What Subject matters most to your organization and to your

community?
b. Where is your company going to operate?
c. Does your organization only start in one school, in one
neighborhood, or in your town>
d. Should the emphasis of your initiative be wider, at local,
regional, or even international level?
Those are questions with no simple answers. Your organization
will need to understand group lessons learned, and determine the best
course for your organization receives grant money or big funding from
a given entity, the grant maker can determine what your groups overall
objective should be.

DEVELOP YOUR VISIONS AND MISSION STATEMENTS
Developing clear vision and mission statements are two of the

most critical activities that your organization can tackle, as such
statements influence almost everything else you do.
When you and the team understand more clearly what the
community is trying to do and why, you are in a prime position to
create proposals that will catch the ideas. When you look at possible
claims, try to keep them broad and enduring.
Wide-ranging vision and mission statements allow for a sense of

continuity with the past, values and specific aims of a community. In
addition, statements of vision and mission built up to last should drive
efforts today and tomorrow.
WRITING MISSION STATEMENTS
The method of writing the statement of purpose for your

organization is close to creating your statement of vision. The same
method of brainstorming will help you to build the possibilities for your
mission statement. You’ll want to establish a common mission
statement for your work as opposed to vision statements.
GUIDE QUESTIONS IN CREATING MISSION STATEMENT
1. Could this explain what your company is going to do, and why
is it going to?
2. Is in concise (one sentence)?
3. Was it outcome oriented?
4. Is it reflective of the organizations priorities and people who
might get involved?
After the organizations leaders have formed a vision and mission
statements, the next step will be to you actually use the statement.
You may talk to the same community leaders or the members of the
focus group you initially talked to.
Finally, it is important to note that while the production of the

statements is a big step worth celebrating for your organization, there

is more work to be done. You will then determine whether to use such
claims. Otherwise, all the hard work you do will lead to nothing.
EXERCISE
Instructions:
1. Think of the organization that you are in now.

2. Assume that you are the manager of the head of the organization
and that you need to have the vision and mission statement for
that organization to be recognized and / or accredited.
3. In a separate paper, compose a vision and mission statement
considering the ideas presented in the preceding topics.
WAYS ORGANIZATION MAY CHOOSE TO SPREAD ITS VISION AND

MISSION STATEMENTS
1. Attach it to your letterhead or to your stationary.

2. Use them on site.
3. Giving away with them T-shirts, or bookmarks, or other little
gifts.
4. Use these while giving interviews.
5. Show it on your reports cover.
BEHAVIORAL MANAGEMENT
Behavioral management is a behavioral intervention approach that

is oriented towards keeping order. This is class of therapeutic
strategies for altering behavior by modifying one or more aspects of
the environment of and person. Behavioral management derived from
Albert Bandura’s theory of social learning, which affirms that
observable behavior emerges from an interaction between the person
and the environment.
The factors that are modified are those that are thought to
contribute most significantly to the development or continuation of
habits that are troublesome in the atmosphere for the person

him/herself or for other people. Environmental improvements are also
being made to improve healthy habits deemed beneficial or adaptive.
Past experiences precede behavior in time, and can result in actions

or decrease the likelihood of behavior occurring. Behavioral events
that accompany behavior in time (i.e. consequent events) that also
increase or decrease the probability that the behavior will continue
once it occurs, or that it will occur again in the future.
BEHAVIOR MANAGEMENTS TECHINIQUES
1. Antecedent strategies – Which are used in an attempt to

discourage or provoke a behavior before a behavior occurs.
2. Consequent strategies – Which are used when a behavior happens
in an attempt to discourage a behavior from continuing and
repeating, or to reinforce a behavior.
UNDERSTANDING EMPLOYEE BEHAVIOR AND MOTIVATION
Behavioral Management Theory
The theory of behavioral management was developed in response

to the need to account for the actions and motivation of the
employees. The change moved management from an emphasis of
production (classical leadership theory) to a style of leadership based
on the human need of the workers for work related fulfillment and
good working conditions. It is based on the premise that managers
can better consider the human dimension for workers and view
workers as valuable tools for achieving objectives. Management who
takes a special interest in workers makes them feel part of a specific
group.
A Shift in Theories
Long before theorists started writing about employee happiness

and good working conditions, management found classical leadership
to be the most important to the success of an organization, with its
primary interest in high productivity and performance. Later, concern
for job satisfaction and fair working conditions established the basis
for the theory of behavioral management.

To establish a relation, theorists such as Elton Mayo and others
analyzed efficiency of workers under various conditions. Mayo’s work
with Hawthorne offers a clear example of this. A group of telephone
line workers were divided in the Hawthorne experiment, and observed
working in a private room. Different privileges were granted to the
community members during their working day, such as the right to
leave their workstations, improvements in pay levels and even
company-sponsored lunch. What they found was that the management
group had generated more than other workers. The reason for this
increased output was that the community believed that their well-
being was of concern to management.
MANAGEMENT BY EXAMPLE
The concept of leading others by dictation or order may seem like

a fairly daunting task to many managers. Most managers don’t want to
feel like they’re babysitting or bossing their staff members around but
they also find it best to show their workers how they want to behave
and how they’d prefer their daily tasks to be done. That all comes
down to the often-challenging task of leading by example.
Lead by example not only holds managers to strict expectations,

but also requires many interpersonal communication skills. Those who
lead by example must be capable of establishing good human
relationships with those they need. This can be a challenge for any
boss, particularly those who are not exactly born leaders of natural
origin.
EFFFECTIVE STRATEGIES OF MANAGING BY EXAMPLE
Avoid Criticizing
Complaining or judging others can not only discourage team

members from receiving the inspiration they need, but it can also sow
team members that criticism and complaining is appropriate on the
job. Those who lead by example must do their lives and their approach
to leadership altogether. Negativity an only generate more negativity,
so it is imperative that it be eliminated early. The more optimistic a
person will be, the more optimistic their work environment can each
and every day.

Give Honest Praise
It is necessary to truly improve positive behavior, so that others

can continue to behave positively. Criticism avoidance is just a half
fight when it comes to promoting positivity when leading by example.
Dedicated managers who want to lead by example know praise. Giving
false or coerced compliments to workers only for the sake of
spreading attention does not cut it off. People can sense and hear
honesty so if leaders want it to really work, praise need to be sincere
and truthful.
Individuals usually want to do the right thing, and positive

motivation keeps them on track to do good things rather than threats
or punishments.
Develop Real Relationships
It’s so important for managers to take the time to develop

genuine relationships with their workers so they can gain that respect.
It involves getting to know them and becoming interested in other
people and what they have to say and focusing on maintaining and
developing the relationship so the two parties have a sense of
confidence. When managers do not take the time to build meaningful
relationships with their workers then the idea of example management
will never work. So get workers so imitate their bosses, the need to
admire them and take care of them.
Good listening skills and good communication skills are

important to establishing the basic trust between all parties. When
core partnership exists, workers are much more likely to look at their
boss as someone to respect, and would be much more inclined to
imitate the actions of their boss.
Get in on the Action
It’s much easier for an employee to follow the lead of a superior

who sits in their office all day and doesn’t know how everyday
operations work. Getting involved and being very interested in how the
company works will only benefit managers who are trying to appeal to
their workers and who are trying to set a precedent on how their
workers want to work.

To any manager, so to speak, getting their hands dirty is one of
the best ways to start cultivating a better relationships with their
employees and really start managing by example. Once team members
see their supervisors do the job and get into the action they are more
likely to look for direction at these supervisors and emulate their
behavior.
Humility is Key
Taking leadership approach needs a great sense of modesty. Not

only does this mean trying to relate to workers and to foster a sense of
harmony between team members, but it also means treating all team
members with a positive attitude.
Managers ought to treat others the way they would like to be

treated, never take anything for granted and give the benefit of the
doubt to individuals. Even if a member of a team does not perform to
the expectations of the manager, this does not mean they have not
tried a terrible job. Having insight and modesty will also help managers
see the broader picture and see where their workers come from as
they lead others by their own example.
ENGAGEMENT AND EMPOWERMENT
If you want engagement and empowerment, consider the

following behaviors;
● Act like an owner-make choices that are based on the highest

company and priorities nice.
● Be constructive in asking what you can do to improve or make a
situation easier.
● Be responsible by recognizing that there is still an aspect of the
project or a consequences that will have a positive effect.
● Seek items that match the ultimate purpose. So if you make a
mistake, then you will own it and learn from it
People are influenced by our actions. Our life as a leader would be
easier if we could say all the right things and know that those words
would significantly influence our team. While that would be easier, it
also unrealistic. Although our words matter, what we do matters far
more.

If we want our influence to be positive and productive, we must be
clear on what we want from others, and then make sure our actions
(as well as our words) support that. When we do this, we are leading
by example in an international and productive way.
VALUES FORMATION IN MANAGEMENT
Formation of values is the confluence of our personal

experiences and the particular society in which we are entwined. In
the childhood, values are placed by our families and reinforced by
community and life experiences. For example, my parents placed on
me the importance of kindness, and reinforced it during early
childhood.
The value system is first considered for understanding every

society. The value system implies the culture’s purposes and goals,
which their wisest people have identified and treated as absolute and
primary. In the context of its value system, therefore, the values of
knowledge of every society happen to be preserved.
POINTS THAT HIGHLIGHT THE ROLE OF VALUES IN MANAGEMENT
1. Development of Employees
Managers should use the value system to grow their workers in

all around way. Values help with vision. Those help in the
creation of employee or workers awareness and moral growth.
2. Motivation
Values will work inside you to awaken your secret talents. With
bravery and confidence, you have it in you to go ahead and
realize your full potential. Inspiring one’s self and inspiring others
in organization to campaign for ethical and right values. Values
off the best encouragement to remain motivated all the time,
irrespective of how de-motivating and overwhelming things are.
3. Underlie Managerial Behavior

The study of values is central to the interpretation of
management and organizational behavior which underlies
managerial behavior’s value orientations.
4. Determine Behavior
Values are fundamental, and define actions within the

organization to a large extent. Therefore, through employee
behavior, the manager will introduce improvement in the way
desired.
5. Helps in Bringing Change
Organizations bind through principles. Values are enabled

cultural improvements where re-evaluated and matched with the
goals of the organizational structure. This practice has already
transformed several individuals and organizations.
6. Determine Attitudes
Values form the foundations for understanding behaviors,

motivations and beliefs.
7. Promote Leadership
Managers are people who exercise their leadership by values.

They can be effective leaders by practicing the spiritual values in
their managing jobs.
8. Bring Creativity
Managers will remain innovative by examination of many ethical

principles in unpredictable and ever-changing times. Some
traditional ideas tend to improve the cognitive capacity resulting
in different way of understanding those challenges and
circumstances.
9. Managing in Borderless
Management is no longer limited to a national entity, but is

completely without boundaries. Specific international
governments do not oversee the management activities and
decisions. For many “Lawless Territories” administrators have
greater responsibility than ever before. Consequently, value-
based management has become a key requirement. Owing to the

need for social and ethical standards, administrators must follow
not just rules.
10. Involve in Managerial Goals
Values are universal since they include task, goal and adjective
selection. The role of planning, coordinating and managing
people’s actions should also be consistent with principles of the
managers.
11. Guide to Life, Profession, and Character
Moral, ethical and professional values determine the character of

employees and managers. They guide their profession and life.
They should guide the real character of our lives as we serve our
nations. Value can become the basis for the behavior of its
members.
12. Personality Development
Managers tend to be involved in cultivating their staff and fellow

leader’s personalities. Personality is the total amount of a
number of factors. However, the selection of moral and
fundamental values is an essential consideration as values
include the right way of thinking, the right motivation and the
passion for improvement
13. Work Ethic
Knowledge, effort, behaviors, attitude, manners of work,

interpersonal vision, a commitment to change and the standard of
work generated are important elements of every workers mentality
today. Ethical and eternal importance places a major role in doing
good work. Values may establish a perception that work has its own
intrinsic worth.
The Importance of Workplace Values

The ideals in the workplace are the guiding principles that are
the most important to you about the way you work. You use these
deeply held values to distinguish between right and wrong ways of
working and they help you make crucial career choices and decisions.
Some examples of workplace values include:
● Being accountable.
● Making Difference.
● Focusing on detail.
● Delivering quality.
● Being completely honest.
● Keeping reliable.
● Being positive.
● Meeting deadlines.
● Helping others.
● Being a great team member.
● Respecting company policy and rules, and respecting others.
● Showing tolerance
The ideals of the workplace of your company set the tone for the
atmosphere of your organization and they define what your
organization cares about as a whole. It is critical that the beliefs of
your people match with those. When this happens, people understand
each other, for the right reasons, everybody does the right things and
this shared intentions and understanding things and this shared
intention and understanding allows people to develop a better working
relationship.
Alignment of principles supports the organizations main mission

as a whole. If beliefs are out of alignment, individuals are working for
different results. It can hurt relationships with jobs, productivity, job
satisfaction, and creative ability.
CHAPTER 4
Decision-Making Concepts
Decision-making can be seen as a problem-solving process that

generates a solution that is considered to be ideal, or at least
acceptable. Consequently, it is a mechanism that can be more or less
logical or irrational and based on overt or implicit knowledge and
beliefs.

A significant part of decision-making involves evaluating a finite
range of alternatives that are defined in terms of evaluative criteria.
So the challenge would be to rate these alternatives in terms of how
appealing they are to the decision-maker while considering all the
criteria at the same time.
The Multiple-Criteria Decision Analysis (MCDA) focuses on
solving these problems. While very old, this field of decision-making
has drawn attention from many researches and practitioners, and still
widely debated as there are many MCDA approaches that can produce
very different results when applied to exactly the same data.
ENVIRONMENTAL INFLUENCE IN DECISION MAKING
The environment of decision makers will play a role in the

decision-making process. A factor affecting cognitive performance, for
example, is environmental uncertainty (Davidson, 2006)
CHARACTERISTICS OF DECISION-MAKING
● Objectives have to be set first

● Requirements must be graded and placed in order of importance.
● We need to build alternate acts.
● The alternatives must be measured against all targets.
● Tentative decision is the option which can accomplish all the
objectives.
● The tentative decision is evaluated for more possible
consequences.
● The preliminary decision is reviewed for more potential
implications.
● Decisive action is taken and further action is taken to avoid any
negative effects from being issues and to continue all processes all
over again.
● There are usually followed steps leading to a decision model that
could be used to assess an optimal production schedule.
THE NINE (9) CHARACTERISTICS OF A GOOD DECISION
1. Decisions positively impact others.

2. Decisions are replicable.
3. Decisions foster opportunity.
4. Decisions include others.
5. Decisions are executable.

6. Decision is systematic.
7. Decisions are accountable.
8. Decisions are pragmatic.
9. Decisions involve self-awareness.
DECISION-MAKING TECHNIQUES
Decision-making techniques can be separated into two broad
categories:
1. Group Decision-Making Techniques

2. Individual Decision-Making Techniques
● GROUP DECISION-MAKING
Also known as “Collaborative Decision-Making”, is a situation
faced when individuals collectively make a choice from the
alternatives before them. The decision is then no longer attributable to
any single individual who is a member of the group.
Collaborative decision taking in workplace environments is one
of the most effective models for creating buy-in from other
stakeholders, building trust and promoting innovation. In keeping with
the concept of cooperation, collective decisions often appear to be
more successful than decisions made by a single person.
Collaborative or collective decision-making would often be
preferred under normal daily circumstances and will produce more
benefits than individual decision making when there is room for proper
deliberation, negotiation and dialogue.
For certain cases, however, this approach may also have
disadvantages. Certain methods of decision-making may be better in
serious emergencies or crisis situations because emergency actions
can need to be taken quicker, with less time for deliberation.
On the other hand, additional considerations must also be taken
into account when evaluating the appropriateness of a decision-
making framework. For instance, the likelihood of group fragmentation
may often also occur, causing certain groups to make more drastic
decisions in the direction of individual inclinations than those of their
individual members.
INDIVIDUAL DECISION-MAKING
In general, a person takes prompt decisions. When in group,
keeping any one person responsible for a wrong decision is not easy.
Human decision taking usually saves time, resources, and energy as
individuals make timely and rational choices. Although taking group
decision takes a lot of time, money and energy.

DECISION MAKING APPROACHES
We make the majority of the decisions, as individuals. It is
important to look at the approaches that we follow in our individual
decision-making in the effort to take more successful decisions.
As the outcomes of the decisions are not clear, it is necessary to
concentrate on how a decision is made to increase the consistency of
the decision.
There are variety of ways to describe decision-making methods
but we will find three broad groupings for our purposes. For certain
cases, we all prefer to take actions at one time or another using all of
the methods.
1. RATIONAL OR ANALYTICAL APPROACH

● Exemplified by systematic decision-making
● Defines upfront success factors
● Looks for details and objectively explores how each solutions
meets success factor
● Decision-making is organized and decisions can be taken under
the assumption of the desired solutions except for major
unforeseeable or unpredictable incidents.
● Consideration of the implications of the final decision.
2. INTUITIVE DECISION MAKING APPROACH

● Relying on emotions and feelings.
● Careful planning is not possible or not desired.
● People will point to a “gut feeling” or “hunch” as the cause for a
choice, reflecting that explanation is not accessible through
conscious thought.
3. RANDOM OR CHANCE APPROACH

● In this approach a decision is made on impulse, without thought.
● Flipping a coin or using a “decision wheel” would be
representative of employing this approach.
● It is sometimes considered a dependent style because this
approach can promote denial of responsibility.
DECISION MAKING APPROACHES A CONSEQUENCE OF PERSONALITY

Any of our emotional and thought processes can be defined by
personality, so it’s natural to assume that our preferred approach to
decision making is a feature of our personality. There’s ample proof
that are personality develops over time and evolves. This may also

imply changes in personality result from our approach to decision
taking that contribute to improvements in our thought process.
SUGGESTIONS FOR IMPROVEMENT
❖ Rational or Analytic Decision Makers

A. Have ready a decision-making process that you know works. This
help you to jump directly through a decision-making phase
without having to postpone deciding the steps you will be taking.
B. Gain knowledge of pitfalls and prejudices in decision taking so
they can be avoided when making decision.
❖ INTUITIVE DECISION MAKER

A. Ask or accept broad questions well in advance of a decision. It
helps the unconscious mind to work behind the scenes to
provide ideas and suggestions for a decision.
B. Know where and when your intuition is working, and not.
Intuition works best in places we have a great deal of expertise
in.
C. Increasing reflection. This makes insight more credible, as
experiences are interpreted and applied thought to the
subconscious that helps to categorize the experience more
accurately.
D. Play games which involve decision-making. Ga,es that stimulate
life choices provide a low risk environment where patterns can
be formed to improve them.
❖ RANDOM OR CHANCE DECISION MAKER

A. Improve awareness and appreciation. Recognizing positive
results as they arise increases the probability of successful
outcomes.
B. Apply know-how. It will increase the basis for understanding
good opportunities versus bad ones.
C. Know the risks and the uncertainties. Choosing where the
chances are in your favor, is a smart way to maximize positive
results.
SIMILAR DECISION MAKING
1. GOFER

FIVE DECISION MAKING Steps:
● GOALS clarification: Survey values and objectives.
● Options generation: Consider a wide range of alternative actions.
● Facts-finding: Search for information.
● Consideration of Effects: Weigh the positive and negative
consequences of the options.
● Review and implementation: Plan how to review the options and
implement them.
2. DECIDE
● Define the problem

● Establish or Enumerate all the criteria
● Consider or Collect all the alternatives
● Identify the best alternative
● Develop and implement a plan of action
● Evaluate and monitor the solution and examine feedback when
necessary.
3. OTHER
● SEVEN DECISION-MAKING PROCESSES

A. Outline the goal and outcome.
B. Gather data.
C. Develop alternatives
D. List pros and cons of each alternative.
E. Make the decision.
F. Immediately take action to implement it.
G. Learn from and reflect on the decision.
● EIGHT STAGES OF MORAL DECISION-MAKING

A. Create and nurture the relationships, norms, and procedures that
will influence how problems are understood and communicated.
This stage takes place prior to and during a moral dilemma.
B. Recognize that a problem exists.
C. Identify competing explanations for the problem and evaluate the
drivers behind those interpretations.
D. Sift through various possible actions or responses and determine
which is more justifiable.
E. Examine the competing commitments which may distract from a
more moral courses of action and then prioritize and commit to
moral values over other personal, institutional or social values.

F. Follow through with action that supports the more justified
decision.
G. Reflection in action.
H. Reflection on action.
DECISION MAKING MODELS IN CRIMINAL JUSTICE SYSTEM
For criminal justice, decision-making requires more than studying

the rules and applying them to individual cases. Decisions are based
on discretion, that is, the exercise of human judgment in order to make
decisions about alternative courses of action.
Professionals in criminal justice have little time to make
important decisions which may be the difference between life and
death. While there is no decision-making process that is fool proof,
training, conditioning and practice among criminal justice leadership
can help these professionals react more rationally and strategically in
the heat of the moment.
DECISION MAKING CHALLENGES FOR CRIMINAL JUSTICE

PROFESSIONALS
Even of over-exposure, which are characterized as unpredictable,

erratic, volatile and under conditions of stress, impair the capacity of a
criminal justice professional to make reasonable, rational decision.
Criminal justice practitioners will experience a lag period in their
decision-making skills during these events. Many obstacles called
psychological prisons may also have an negative impact on the
willingness of a police officer to take decisions.
THE CONSEQUENCES OF MAKING THE WRONG DECISION

● Loss of life.
● Departmental or jurisdictional administrative costs.
● Negative media attention and public opinion.
● Demotion in position and/ or loss of job.
● Post-traumatic stress disorder (PSTD), family problems and
other psychological concerns.
Due to the aforementioned consequences, it is important that criminal

justice leadership provide the training needed to make reliable, ethical
decisions in all circumstances.

RECOMMENDATIONS FOR AN EFFECTIVE DECISION MAKING ON THE
JOB
Scenario-based conditioning and preparation are required to

prepare criminal justice personnel to take critical duty-focused
decisions. Simulators for police training are constantly dependent on
criminal justice experts to refine the decision-making capabilities of
officers as finely as possible. In a built use-of-force scenario, some
simulators also require trainees to experience near-misses or an
impact. This will bring a truly comprehensive experience.
In addition to simulator training, there are other tips that criminal

justice practitioners may apply to their decision-making process,
which can save a life like:
● To increase the number of options, look at a problem from multiple

viewpoints and angles.
● Assess the situation with a view to recognizing threats and non-
threats; seek to make rational decisions about how to respond
accordingly.
● Visualize the way situations play out before they act. Challenge
assumptions about a situation.
● Seek support and advice from colleagues in circumstances that
require it.
● Make choices about the most important information, and seek to
commit it to memory.
● Be mindful of and accept the feelings before making a conscious
move to make rational decisions.
● Practice verbal and non-verbal communication skills with
colleagues to communicate information about how to respond to a
situation.
DECISION MAKING STYLES IN MANAGEMENT AND ADMINISTRATION
Many people believe that decision-making is not a rational option

but a product of personality. With that, leaders, must understand that
personality cannot stand in the way of critical decision making. Good
leaders will adapt their decision-making strategy to match the
demands of various circumstances.
The most influential leaders learn how to tailor their decision-
making style to suit specific circumstances. Different contexts and
situations call for individual management responses, and sometimes
multiple decision-making approaches. Leaders can learn how to make
informed choices in a variety of diverse situations by understanding

the different ways of decision-making and being mindful of warning
signs.
FOUR STYLES OF DECISION MAKING
1. DIRECTIVE DECISION-MAKING
Usually a policy decision-maker sorts out the pros and cons of

situation based on what they already know. Decision-makers in the
directive are very rational and have a little tolerance for uncertainty.
Instead of going to others for more detail, their decisions are rooted in
their own experience and reasoning. The upside to this style is that
decision-making is fast, ownership is transparent, and no extra
communication is needed.
When to use Directive Decision-Making
In situations characterized by continuity, repeated patterns and

predictable events, this style of decision-making is fine. For situations
where there is a straight forward and unchallenged cause and effect
relationship, reserve guideline decisions; in other words, a correct
response exists and is collectively understood.
A leader’s role in Directive Decision-Making
A leader has to sense the situation, categorize it as a scenario

that calls for a clear decision and an appropriate response. Ensure
best practices are in place for ongoing procedures. Remember to ask
yourself when classifying the situation: Is this my decision to make,
and do I have all the details necessary to make this decision? Where
appropriate, delegate but remember to communicate in simple, direct
language. It’s the role of a leader to realize when there’s no need for
intensive interpersonal contact and to make clear decisions based on
the knowledge they already have.
Sign you need to use a different approach
Once operations run smoothly it is easy for leaders to become

victims of complacency. Leaders must be mindful of the changing
complexity of specific situations. When you start making complicated
jobs simply by using simple decisions, you need to change your
approach. Understand that changing circumstances demand changing
styles of decision making.

2. ANALYTIC DECISION-MAKING
Before taking action, strategic decision-makers analyze a lot of

details. Analytic leaders, for example, rely on direct observation, data
and facts to back their decisions. Like decisions-makers in the
guideline, however, an analytic decision maker may seek information
and advice from others to affirm or refute their own expertise. These
decision-makers have a high degree of uncertainty tolerance and are
extremely adaptable but they prefer to monitor certain aspects of the
decision process. This style is a well-rounded decision-making
strategy that can be time-consuming.
When to use Analytic Decision-Making

In situations where there may be more than one right answer,
analytic decisions are helpful. Use this decision-making style to solve
issues where the relationship between cause and effect is discover-
able but not immediately apparent. You use this approach mainly to
evaluate multiple options or approaches, and to use fact-based
management to direct effective action.
A leader’s role in Analytic Decision-Making
Unlike decision-making directives, before agreeing on a course of

action, leaders must evaluate all the details they have available.
Assembling a team of experts to assist with analytical decisions is
advantageous; Leaders must therefore freely consider contradictory
advice and ideas. At the same time, to make the most of the analytical
decision-making process, leaders need to consider non-expert
perspectives.
Signs you need to use a different approach

Decision paralysis is the most important warning sign of overuse
of the logical decision form. When you find yourself living in a state of
over-analysis or over-thinking without taking action or aking a
decision, this strategy must be removed.
3. CONCEPTUAL DECISION-MAKING
Compared by the guideline or empirical approaches, the relational

decision-making process takes a more collaborative approach.
Conceptual decision-makers promote innovative thinking and team
work and take a wide variety of viewpoints into consideration. These
decision-makers are based on success and want to look well into the
future when it comes to making critical decisions.

When to use Conceptual Decision-Making
Apply logical decision taking to issues involving several

conflicting ideas. This decision style is ideally suited to circumstances
that are marked by unpredictability and tailored to creative and
inventive approaches. You see no immediate solution in these
situations but trends emerge over time. The use of a conceptual
decision-making style accounts for long term planning and the
unknown variables.
A leader’s role in Conceptual Decision-Making
To be successful in analytical decision taking, leaders need to

create an atmosphere that fosters experiments designed to uncover
instructive trends over time. Leaders will need to make a point of
growing coordination and interaction. Build groups of people who can
share new ideas and assist with difficult decision taking and
execution.Patience is the key and leaders need to take the time to
reflect.
If the decision you need to make includes a situation that needs

structure and established outcomes, a conceptual approach should
not be employed. Often, decisions that need to determine immediate
consequences and situations in which there is no space for error are
not subject to logical decision taking.
4. BEHAVIORAL DECISION-MAKING
Behavioral decision-seek to make sure that everyone is working

together well. Like the conceptual method, behavioral decision-is-
group-oriented; however, the community is given the choices available
to them, rather than brainstorming alternative solutions. From there
the community will discuss each choice’s pros and cons. This
decision-making method takes into account several different
viewpoints and views int he process.
When to use behavioral decision-making
The behavioral style requires proactive communication, as with

conceptual decision-making. This style takes a more introspective

approach by discussing solutions that have worked in the past, rather
than attempting to disclose new patterns.
A leader’s role in behavioral decision-making
Leaders in this style of decision-making need to open lines of

communication. Again, build groups of people who can contribute their
opinions and promote democratic debate. Don’t only impose a course
of action when using the behavioral decision-making method. Consider
what decision generates the most unity within the company, instead.
If group discussion sessions cannot reach a resolution, a new

strategy will need to be considered. Conversely, if new ides never
come up or no one questions views, then behavioral decision-making
might not be the best choice.
TRAITS AND VALUES IN DECISION-MAKING
Decision-making and Personality Traits

Personality characteristics have a much greater role to play in
decision taking than you would expect. Some people are indecisive,
because of their very existence. They find most decisions quite
difficult to make. These people I also find very committed to the
decision when they do.
A successful decision is made with the alignment of the three

eyes, heart and gut or as defined in the holistic decision-making
strategy, when three are finally in harmony. It’s all tough decisions.
There is no way this gets out. However, by getting an approach and
knowing how our attitude influences our decision we can make them a
little easier.
HOW TO FACTOR YOUR PERSONALITY INTO YOUR DECISION-MAKING
As much logic as you bring in your choices the way you make a
choice will always affect your personality. Individual personality is an
unavoidable consideration combined with maturity and experience but
constructive self-awareness can help you weigh how much your
intuition impacts your decision-making process.
What is interesting about the choices is that they are all yours.
No other being on earth will make precisely he same choices that you

do, using the same exact procedure. It’s because personality keeps
every decision you make updated.
How Your Brain Makes Decisions
Decision is multiply-determined. Your personality characteristics

and influences blend with your beliefs, your desires and your
inspiration as you navigate the decision-making process every day.
Your “style” informs whether you rationally or emotionally, impulsively
or cautiously, spontaneously or deliberately approach decisions.
Personality tests provide a self-discovery process involving very
useful applications. The more you are conscious of yourself, the more
consistently your opportunities, preferences and perceptions increase.
Not only does self-awareness unblock us, but it also opens up
possibilities that would otherwise remain unconscious or unknown.
CULTURAL INFLUENCES IN DECISION MAKING
Decision-making is a mental process that is an important part of

preparing and taking action in a variety of ways and at a wide range of
levels, including, though not limited to, budget preparation,
educational preparing, policy making and career building. Such events
include people all over the world. The underlying cross-cultural
disparities in decision-making can be a major contributing factor in
cross-cultural communication, negotiation and conflict resolution
performance.
DECISION-MAKING MODELS
Based in the perspective the researcher takes on the role that

culture plays in decision-making, one of the following models is used
to think about and forecast behavioral trends in decision-making in a
given community:
1. The Universal Model. Typically, the scientists who use this model
believe there is only a small difference in how people from
different cultures make their choices. The findings obtained from
one party are usually related to humans.
2. The Dispositional Model. The adherents of the dispositional view
recognize that decision-making differences are cross-cultural and
support the cause of cross-cultural study. They assume that the

variations found in the studies reflect the omnipresence of
cultural inclinations in individuals ‘minds’ and are expected to
appear in all situations.
3. The Dynamic Model. Adherents of this view often consider cross-
cultural variations. They view cultural knowledge not as a
monolithic construct that is continuously present, but as a
collection of discrete knowledge that is operational as a function
of the situation.
THE EFFECT OF CULTURE ON DECISION MAKING
● CROSS CULTURAL VARIANCES

Western theories are known for the systematic use of logical
analysis, a methodical approach to solving complex problems by
splitting them into their constituent parts and defining the patterns of
cause an effect of the constituent parts; while oriental philosophies
are well known for their focus on holism.
The culturally normative communication style also enhances
people’s responsiveness to the transmitted message and influences
the perception of the communicator. It influences hiring decisions. HR
agents are more likely to recruit direct, assertive and even aggressive
applicants in culture of low background, whereas the reverse trend is
found in cultures of high background.
THE CONDITIONS ACCELERATING OR HINDERING THE SALIENCE OF
CROSS-CULTURAL DIFFERENCES IN DECISION MAKING
1. Priming
The automatic cognition literature indicates behavior is

influenced by exposure to elements of the social environment in a
manner that occurs below consciousness or purpose. We know from
the common schematic representations of a certain society, the
stereotyped behaviors that later affect our decisions. When a person,
is prepared with a definition, others through an implied order to think
about it, it stimulates all forms of relevant knowledge and affects
decision taking.
2. Time Pressure
Cultural and personal information is accessible to all through

cultures. Cultural knowledge appears to represent a broad sampling of
the events in life, whereas personal knowledge is more based on
individual or atypical experiences. The other difference between their
accessibility is the cultural and personal awareness. Cultural

community participants are prepared day after day with a collection of
values, behaviors and behavioral habits that contribute to building up
and storing cultural awareness.
3. Peer Pressure
Individuals in collectivist societies are less likely to behave when

they do not encounter social pressure according to their cultural
values.
The Pressure to Provide Reasons for the Decision
When individuals need to offer reasons for their decision, cultural

awareness is recruited. The need to include explanation evokes an
information-processing approach focused on top-down application of
rules and standards, rather than bottom-up processing based on
personal experience.
The Individual Tolerance for Cognitive Ambiguity
Widespread common cultural awareness offers a validated

context for individuals to view potentially ambiguous interactions,
providing their followers with a sense of epistemic protection and
protecting against ambiguity and unpredictability.
The Universal Effects of situational Demands on Decision Mode

Selection across Cultures
Culture shapes the prevalence of cultural factors-nature of

decisions, motivations for decisions and situational demands and
affordances- and shapes how functional factors are converted into
decision-making modes-modes of measurement, acknowledgement,
law, position and impact -based decision making.

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What are some definitions of management that were discussed?

What are some definitions of management that were discussed?

How does the document describe management as a process?

How does the document describe management as a process?

CHARAC

BELGAR, JHUN RAY G. RCrim., FILES

Management is a problem solving process effectively achieving organizational

Other Views on the definition and scope of Management.

“Managing is forecasting and preparing arranging, directing,

BELGAR, JHUN RAY G. RCrim., FILES

Management as a process began with the sole purpose of

The purpose are”

1. Rise client’s satisfaction with the services the company

Management as a mechanism often includes interrelated processes by

Managers need to build a comfortable working atmosphere that

Management: The Never Ending Process

It simply means that management is a phase that will never

Task management is the practice of recording personnel’s day

BELGAR, JHUN RAY G. RCrim., FILES

Elements of the Ideal Activity Management Label

Monitoring this recorded information on a regular basis is

1. The Activity (which is a brief description of what you do).

Importance of Activity Management

1. It gives both employer and the employees’ information on the

Management is also a discipline because it includes learning

BELGAR, JHUN RAY G. RCrim., FILES

Individuals may secure jobs as the managers after they have

Management is also known to be an art, because both share

Art is taught and put to use. The apprenticeship cycle comes

While studying art, one can learn and gain theoretical

The same is true of management. Learning the values and

In any way, the concept of management suggests that it is group.

BELGAR, JHUN RAY G. RCrim., FILES

Management as an operation carried out by a group of people

Management is also a science, because everything used to classify

One of the features which indicates that science and management

Management is also an occupation as it has characteristics that

A career has limited entry which is also true in management.

A manager is a person in the organization who directs the

1. The First Line Managers – They are usually called supervisors r in

BELGAR, JHUN RAY G. RCrim., FILES

Planning – This is necessary to set goals to develop strategies

Organization – It assists in deciding the tasks to be performed,

Staffing – This is important for employing different activities

Directing – This requires that subordinates be given instructions

Controlling – This is monitoring practices to ensure that the

Managing position requires proper skills to perform various. He

THREE ESSENTIAL SKILLS OR COMPETENCIES OF THE MANAGER

BELGAR, JHUN RAY G. RCrim., FILES

Managers need to be able to integrate and organize the different

A manager has to have adequate and outstanding preparation.

BELGAR, JHUN RAY G. RCrim., FILES

Managers should have a higher level of intelligence relative to

A manager has to be able to direct and motivate people working

A manager must develop organizational competencies. As

5. Technical knowledge and skills

A manager should have technical knowledge of the organization’s

To deal with different circumstances a manager should have

BELGAR, JHUN RAY G. RCrim., FILES