Situational Decision Making

Business and Marketing- Situational Decision Making
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Situational Decision Making
Situational decision-making can be described as the process of making decisions that affect a particular context. In this case, managers must bring knowledge and experience to make informed decisions without emotions or anger. Furthermore, an organization’s executives are supposed to composed and precise judgments based on the evidence provided in that particular situation. Strategic decisions require a concise evaluation and commitment to developing a long-lasting approach. Emotions have devastating effects on decision-making since they force the brain o to interpret the wrong information in a particular situation. Manager’s core obligation is to develop solutions to both short-term and long-term problems; thus, they should override emotions and anger in situational decision making. What triggers emotions and anger in managers? Several elements affect decision-making in managers and other people in general (Dane and Michael, p33-50).
Firstly, decision-making is influenced by dissonance, which entails a lack of harmony during decision-making. Dissonance has long-term effects since it covers fast decisions which affect an organization. In this case, managers feel remorseful about the former choices that were not successful. Remorse triggers past adverse events, which cloud situational judgment, and it is one riskiest entities affecting decision-making. Secondly, personality affects decision-making for managers; for example, inconsistency and mixed feelings pressure the process of thinking, pushing for wrong or immature decisions (Bachkirov, p870-960).
In this case, the influence is negative, affecting not only the organization but also the workers. Emotions created because of personality can be rectified by adjusting the fear of failure thus, easing internal discomfort. Techn...