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JOURNAL OF INTERDISCIPLINARY RESEARCH
3.4.1 Operation
The solutions regarding the issues with the access rights and
accounts were sought separately and partially, it is not possible
to plan it. The preparation of accesses is possible solely in case
of a new software application or worker if it is already certain
which system he/she will be charge of. However, usually such an
issue with missing access rights or accounts occurred
unpredictably, was immediately reported and has to be solved
urgently. All the analysis was performed by the worker in the
need of the access. In the case of a new system or worker, the
accesses have to be planned and requested sufficiently upfront.
At the beginning of the observation consulted the observed
manager every step with the experienced team members.
However, he made the decision individually. The
implementation of the solution included the access requesting
(finding the right system, the correct request form, filling out all
necessary details and submitting it). At the beginning, every
single worker was executing the request process on his/her own.
This changed during the observation on the proposal of the
observer and in the middle of the observation, it was processed
by one assigned worker who was in charge of it for the whole
team. This change increased the efficiency and speed of the
whole process as the individual workers had to gather the
necessary knowledge of access requesting each single time due
to the occurring changes of those processes in the company.
However, at the end of the observation the worker of this task
has been changed by a team information email of the manager
without any further communication before or after what caused a
lot of distraction in the whole team. This was perceived as
unprofessional behavior of a manager by whole team. The aspect
of missing communication can be seen as the demonstration of
missing experiences, nontransparent handling and missing
education. The communication denotes an essential part of
management.
3.4.2 Tactics
The observed manager consulted the problematic of resources
allocation to particular projects with experienced senior workers
of his team. During the discussions with the senior workers he
tried to assess the work load of all team members, if there is a
need of more workers to be assigned to a project or to hire a new
worker. The selection of the solution variant was made in group
approach too.
In the phase of criteria selection, which are important for the
selection, observed manager used individual autocratic directive
style of decision making. He was the only one who was
informed about the project work load of particular workers as
well as about the future planned projects or hiring plan with new
workers joining the team soon. That was the reason for using
individual autocratic directive style for the criteria selection,
decision making as well as the implementation. However, it is
necessary to add, that the observed manager was implementing
the instruction of the supervising director without own
contribution.
Also in tactics it is necessary to mention the high disinterest in
the less experienced particular team members. Whereas the
observed manager did consult this topic with seniors who were
solely 2 to 3 members of his team, the opinions of the remaining
team members were not considered. As the leader and manager
of a team, a manager is responsible to enable the personal
growth of all assigned team members as well as to manage the
appropriate work load of all of them.
3.4.3 Strategy
In strategic field the situation was alike the tactical area. The
observed manager discussed the state of selected projects with
each single worker. He was the only one informed and executed
all phases of decision making individually using directive
autocratic style.
Also in this area the lack of communication was detected. The
individual team members did not know which worker was
assigned to which project, who has experience with which
technology etc. This everything had a significant drawback that
too much productive time was wasted with the repeated
discovery of known, misunderstandings and miscommunication.
3.5 Evaluation of the application of individual and team
approaches for the problem solving in the phases of decision
making
In this section, the evaluation of used types of approaches which
were applied by observed manager during the execution of above
mentioned tasks is presented (tab.2). Following approaches are
recognized
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:
a)
Individual approach:
I.
Directive style – very little tolerance, fast logic
decisions, preference of short-termed effects and
standardized solutions
II.
Analytic style – logic, rational, with emphasize on
execution of detailed analyses, elaboration of
solution variants and their evaluation, tolerant
III.
Conceptual style – creation of several distinguish
solution variants based on creativity and intuition,
preference of strategic views and tolerance to
untraditional solutions
IV.
Behavioral style – focused on creative solutions, open
to incentives from surroundings, use of
communication for conflict mitigation and
elimination, requires the acceptance of given
position towards subordinates
b)
Team (group) approach – used mostly by solutions of
non-programmable, individual and unrepeatable
procedures
I.
Brainstorming – focusing on creativity of group
members, allows creation of new untraditional
alternatives and selection of generally acceptable
solutions
II.
Delphi technique – based on anonymous presentation
and mutual evaluation of the opinions of
individual group members, does not require the
presence on one place if compared to
brainstorming
III.
Formal (quiet) group technique – written discussion
of members located in one place, avoidance of
possible contradictory opinions and elimination
of emotional crashes
IV.
Affirmative cards method – used by higher number of
discussion attendance, the color of the card
expresses the opinion of the discussion member
V.
Pair selection technique – additional technique,
selects the most suitable solution by mutual
comparison of proposed variants
VI.
Criterial selection technique – selection of suitable
variant based on fulfillment of the greatest
number of evaluation criteria, this can be used by
both decision approaches: team and individual
approaches
Table 2: Evaluation of used approach during the given
phases of the decision making
Phase of problem solving
Operation
Tactics
Strategy
Identification
b VI.
b VI.
aI./bVI.
Analysis
b VI.
b VI.
aI./bVI.
Search and creation of solution
variants
a I.
b VI.
aI./bVI.
Selection of decision criteria
a I.
a I.
a I.
Selection, Decision making
a I.
a I.
a I.
Implementation of chosen decision
b VI./a I.
a I.
a I.
Control over implementation of
decision
b VI.
a I.
a I.
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PAPULA, J.; PAPULOVÁ, Z. Strategické myslenie manažérov: Za tajomstvami
strategického myslenia. Bratislava: Kartprint, 2010, p. 117-132.
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