Making Better and More Ethical Decisions

Chapter four examines management theories about individual decision making and the management skill of solving problems. Management and decision making are inexorably intertwined; in fact the job of manager is often described as primarily a decision-maker because this is a central if not dominant aspect of how they spend their time and add value. Decision making is particularly important at the very top of the hierarchy with senior management who bear the ultimate responsibility for decisions—that is, the “buck stops there.” However individuals need not reach the CEO office to exercise their decision-making skills and meet its challenges. Managers at all levels of the organization make a seemingly countless number of choices each and every day. And they must do so rationally, creatively, and ethically. Rationality suggests taking a systematic and logical approach. Creativity implies incorporating new and useful ideas. Ethically involves determining what actions are “right” and what ends are “good” in a particular setting. Sounds good in theory but, alas, the business press is well stocked with stories about ill-conceived actions, outdated ideas, and “shady” business dealing. Yet on the positive side we also read accounts about managers’ shrewd and reasoned deliberations, new and innovative thinking, and awakening to the importance of the environment and social responsibility. Taken together, it can be concluded that making decisions in a logical, creative, and well-intentioned manner are not mutually exclusive goals or irreconcilable characteristics from which we must choose.