Management Strategies Creativity in Decision Making-Free Samples

Question: Discuss About the Strategies Creativity in Decision Making? Answer: Introducation According to Floyd (2000), creativity refers to the know-how process of developing and drafting an idea, commodity, discovery or a concept perceived as novel by the discover to the targeted audience. On the other hand, decision making refers to a rational and high-thinking judgment that stirs strategies for implementation. Conventionally, decision-making improves and enhances the quality of decision-making process, which propels the scope of options and alternatives for problem-solving. According to Cameron Green, (2004), a problem that is non-repetitive requires imaginative thinking to achieve the most convenient solution; thus, pre-defined solutions cannot provide helpful solutions. Therefore, creativity breeds innovation, ponder and generation of new ideas to make a final decision. Human resource management career requires creativity in decision making because managers deal with different people from different backgrounds, who have different up-bringing backgrounds; which creates a wider room for problems and frictions at workplace. Components of Creativity in Decision-making According to previous empirical studies, creativity occurs in; domain skills, creativity skills and task motivation skills. Through domain skills, managers utilize the theoretical and conceptual awareness and the problem-at-hand relevance in respect to its environmental factors to draft solutions (Floyd 2002). In this domain skills analysis, managers acknowledge the problem environment, identify skills, and assign talents to solve the problem. For decision-makers and problem-solvers, domain skills creativity helps management to cope and survive workplace conflicts as well as business-oriented problems. For creativity skills, managers use skills to improvise new skills, and think of new strategies of performing operations. For instance, by employing new promotional and advertisement marketing tools managers grasp the decision-making rationale and arrive at sufficient solutions. Gennard Judge (2010), asserts that task motivation skills are highly employed by managers, specifically, Human Resource managers, to raise the employees workplace ego, self-esteem and boost up their performance morale. In fact, employees satisfaction and workplace accountability propels creativity in decision-making; which when combined with intrinsic employee motivation leads to proper decisions. Problem finding or sensing: In respect to decision-making, managers, entrepreneurs, and business executives identify problem/s to work on it. The core task here revolves around familiarizing with the problem, analyzing the problem, identifying its importance to the business, and revolutionizing its impacts to its relationship to other business segments. Apparently, this step forms the basis for the whole creativity and determines the decision-making process at large (Bratton Gold 2012). The creativity derived focuses on arriving at solutions with the respect to reality and actual business satiation. Ultimately, the curiosity to identify and familiarize with the problem culminates to the development and generation of new ideas. Preparation: After the problem has been identified, the decision maker(s) focuses on the problems strategic approach. The information regarding the problem is collected in respect to its root cause, effects to the business, and the culminating organizational changes experienced. Conventionally, a workable and most suitable hypothesis is formulated to commence the problem-solving process. In the collection of the problems information, past experience, new study rationality, and innovations are highly utilized (Cameron Green 2004). For instance, if the organizational motive is to introduce a new product, in the market, then consumer behavior in the region becomes the problem-solving basis for the hypothesis before the idea is made a reality. Gestation or Incubation: Incase in the preparation phase the decision-maker(s) did not develop great ideas to arrive at a definite solution, then this stage creates the room for a conscious deliberation to initiate sub-conscious development of new skills and inventions. This stage somehow drifts ways from the problem itself and focuses on organizational routine activities to think of the problem in a sub-conscious perspective. The decision-maker(s) here rationalizes on the collected information and makes concrete decisions in a sub-conscious thinking way (Bratton Gold 2012). Ultimately, the decision-maker(s) stores the thoughts and ideas in the mind(s), which are later combined sub-consciously and inter-connected to aid the generation and innovation of new ideas. Insight or Illumination: In this stage, the decision maker(s) meditate on all possible solutions to the problem or business scenario identified. Thereafter, ideas are written down with a flash of ideas in the decision-making process. In fact, this stage involves the combination of many ideas where some of ideas maybe rejected and others accepted on the basis of further analysis. The stage breeds newer ideas that were not in the decision-makers conscious mind. For instance, some social meetings and gatherings may stir new ideas (Floyd 2002). For example, the Compaq computer culminated from social encounters, where a rough sketch of the mobile computer on an illustrated on a paper napkin by three buddies on a lunch hour led to setting of the well known Compaq Company. Verification and application: This is the last stage in the creative decision-making process. Here, the entrepreneur, manager and the decision-maker(s) proves logically and experimentally how idea(s) solves the problem and it is implementable. Empirical tests and proves though mathematical models and experimentation are provided. If feasible, it is applied to solve the identified problem or condition in stage one (Bratton Gold 2012). In creativity decision-making, the verification stage helps to nullify ideas that may appear attractive and achievable but its implementation lacks the problems rationale. Examples of Utilization of Creativity in Decision-Making According to Bratton Gold (2012), managers focus on introducing workplace-change to promote and breed creativity in decision-making. In fact, employees, consumers and people at large ought to feel change, and focus on the importance and benefits of the change. Apparently, when managers welcome change and new innovations, listening ideas and implementing the most profitable ideas creates creativity in the organizational hierarchy at large. In fact, most of the dominant profitable and well-established organizations resulted from creativity in decision-making such as Compaq Computer Company. The interaction of the three friends at a lunch-hour-meeting led to the exchange of useful information that was implemented to Compaq Company in existence today (Gennard Judge 2010). The examples of creative decision-making include; the establishment of Compaq Computer Company, and Pepsi Pricing Strategy innovation. Establishment of Compaq Computer Company Floyd (2002) asserts that creativity in decision making led to the illumination of ideas between three friends. The lunch-hour meeting led to the rough sketch of a portable computer device, which culminated to the invention of the Compaq laptop used today. During the insights of ideas, the three friends came up with an idea to have a portable office, which would fit personal file and details. The idea became a reality; however, the idea was borrowed and imitated by many companies to introduce the laptop devices utilized today. Pepsi Company Pricing Strategy In1965, Pepsi introduced the price-reduction policy combined with the Stuff Promotion Program. Under the leadership of Lay Company and Donald Kendal, Pepsi decision-makers came up with the new ideas as a way of attracting new consumers as well as maintaining the existing consumers (Bratton Gold 2102). Pepsi policy-makers combined both food and beverages through a Quaker Oats merger in 2001, which led to a $ 25 billion profit. The decision-makers aimed at creating the loyalty and trust with the consumers since Coca-cola seemed to make great impacts in the drinks industry (Floyd 2002). Ultimately, due to the creativity in decision making in respect to the market gap, Pepsi has managed to stay dominant in the market, and in a good state despite its competitor threat. Conclusion Creativity in decision making requires a proper scrutiny of the problem or the situation at hand, which enhances the drafting and implementation of a solid solution. In fact, the stages of creativity in decision making process propel the rationalization of ideas and allocation of skills to the prioritized objectives of the solution-seeking process. Ultimately, creative decision making remains the only ascertained problem-solving strategy to mangers at the global workplace arena, which copes perfectly with the dynamic growth of the technological know-how and the inflationary forces in the business market. References Bratton, J Gold, J 2012, Human Resource Management: Employee Motivation. Basingstoke: Palgrave Macmillan Cameron, E., Green, M 2004, Making sense of change management: A complete guide to the models, tools, techniques of organizational change. London: Kogan Page. Floyd, P 2002, Organizational change. Oxford [England: Capstone Pub Gennard, J Judge, G 2010, Managing Employment Relations: Diagnostic Models: London: CIPD