By Gerard H. Gaynor
DECISIONS makes a speciality of how enterprises can enhance decision-making techniques to enhance organizational functionality in an international economy.
- Presents study relating to difficulties linked to assembly specifications, schedules, and costs
- Defines the scope of macro and micro decisions
- Raises the difficulty of the function of engineering, production, and advertising in making organizational decisions
- Includes references to Peter Drucker’s experiences on decision-making
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Extra resources for Decisions: An Engineering and Management Perspective
Product Genesis includes research, development, and design. Distribution includes manufacturing, marketing and sales, physical distribution, and customer service. A group generally involves several divisions; a sector is comprised of several groups. 1. Major functions and decision flow in a typical organization. includes all the groups. Divisions, groups, sectors, and corporate include various levels of services such as financial, procurement, information systems, human resources, patent and legal, public relations, and general administration.
In some cases even more, because of the diverse groups involved in implementing a project. They need to acquire staff; take requirements 26 MANAGING THE ORGANIZATION used for approval purposes and translate them in operational terms; understand procurement issues; have some background in contract law; know how to communicate effectively, not only with those directly involved with the project, but also with engineers and managers and other discipline specialists up and down the organization; and even knowing how to develop an environment that fosters tolerance in negotiating the many issues that arise in the work effort.
Leadership occurs in all segments and at different levels of importance of the organization; it is not limited to the executive suites and takes on totally different dimensions. Research studies give us an opportunity to recognize the inconsistencies in just what it means to be focused on developing organizational leaders. A Center for Creative Leadership7 survey of 750 executives yielded the following results in response to questions about the importance of leadership in their organizations. r Developing leaders most important—78 percent r Executives involved in leadership development—90 percent r Most important—people skills followed by personal characteristics and strategic and process management skills r Communication—less than 42 percent have communicated a leadership strategy r HR support—49 percent have an HR program to support a leadership program 30 MANAGING THE ORGANIZATION These statistics can be viewed as encouraging or very discouraging, depending on the frame of reference.