By Steve Kneeland
A advisor to considering directly. It gives you a realistic method in accordance with what best performers truly do to accomplish effects, displaying managers tips to: use instinct as a decision-making software; unpack the advantages of micro/macro considering; and strengthen a name as a "strategic" philosopher.
Read or Download Thinking Straight: A Systematic Guide to Managerial Problem-Solving and Decision-Making That Works (Pathways, 5) PDF
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Extra resources for Thinking Straight: A Systematic Guide to Managerial Problem-Solving and Decision-Making That Works (Pathways, 5)
Sample text
At times, we are reporting what a manager once said to us, trying to remember the exact words as best we can. At other times, the quotation is part-real and part-invented ... a composite, representing a point that a lot of different managers have made. To help things flow smoothly, we will ascribe these quotations to a group of five fictitious managers whom we will call the Famous Five. ¨ Jennifer Adair: Customer Service Manager with a London-based tour operator. ¨ Jack Carter: Director of the office supplies and medical products division for a large manufacturer of industrial products.
2. How Urgent is It? If crisis management is the order of the day in your job, then that in itself is a problem that has to be addressed. How urgent is the problem? Is the problem urgent enough that I should clear the decks and give it absolute top priority? Or can it wait until tomorrow? Should we slide it in as a high-priority item and have Bill and Judy get to work on it first thing in the morning? Some problems are urgent. Let's acknowledge that. But such problems are very much the exception rather than the rule.
Readership is down by just over 23,000 - while the Times and Guardian have both moved ahead. In cases such as these, the fact that we've got a problem is quite obvious. The gap is clearly defined for us; it's a simple difference between what the meter should read and what it does read. A Fix-It problem is something that needs fixing. Something is wrong with the current state of affairs and we need to find a way to change it. At other times - and this is perhaps, for someone in a managerial role at least, the more common situation - something is bothering us.