Decision Techniques
Decision-making rest on a complicated network of personal factors a mission improved the daily life in the company only if the thought is really anchored in everyday action. Features of a linguistically well-formulated vision are among other things soon, uniqueness and distinctiveness. Systematically considered several categories of errors can be the creation/effects of a model derived: one tends to formulate the mission statement to detail: while attempting to leave anything important, mention the impression of arbitrariness. Including models suffer from lack of compactness, so that they are not more contour sharp noticeable due to its verbosity. In addition to the tendency for the “too much wanted” models are marked also partly by a general meaningless. You can feel that a mission statement in the compromise of many different opinions and interests has arisen: how often the policy lacks the lowest common denominator then the sharp, distinctive profile. A mission statement should put that into words, what a company makes it attractive, unique and so touchable.
With the fuzzy, general principles, the company-specific expression is missing, i.e. the same text could also come from the competitors of X or Y. When there is no company abstract formulated guidelines can not contribute, binding to bring employees, customers, suppliers and others the special culture of the company. So-called cold visions (i.e. textbook amortised) replace the figure of actual States soaked desire theory papers: lacks passion. Many model texts remain in General and avoid commitment to the performance culture.: guiding principles to bind Yes and inspire to more services.
Decision processes rest on a complicated and sometimes difficult durchschaubarem framework of personal factors. In addition to measurable personal factors, there are many other, so-called soft”factors, which can be decisive for the success of a decision. The boundary lines between two factor qualities not always clearly lost. A so-called Main factor”must retain this classification for all conceivable situations. “I.e., depending on the situation, main factors can” and seemingly unimportant secondary factors “also exchange their value position. A personal factor is not only important, because it can be measured. Conversely, a personal factor is not already so less significant, because no precise rules exist about him. Applies also for the so-called soft”factors: they are far more frequently also comprehensible to quantify than usually assumed. In an increasingly dynamic and competitive operating environment takes the relative importance of the soft”factors to the usually measured hard factors continue to. The environment specifically against the background of crises is described among others by Becker, Jorg: decision techniques as crisis protection success = sum real decisions, ISBN 978 3 8391 2906 7 Dipl.Kfm. Jorg Becker (www.beckinfo.de)
Tags: business & economy, trade
