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3.5.1 Operation
As mentioned before, access issues were processed individually
at the time of the occurrence and those are partially not
plannable. Planning was possible solely for new workers or new
software applications.
The implementation of selected solution was in second half of
the observation done on team base where one assigned worker
was submitting requests for each team member including all
connected processes based on the information received from the
particular employee. The verification and check of the newly
received accesses was also done on team base where the
requestor contacted the particular worker who checked the new
accesses on his/her own and reported the results to the requestor.
The requestor thereafter communicated the results to the
responsible department. In case of a failure, the administrators
from another department were working closely together with the
observed department in order to remedy the detected issue.
3.5.2 Tactics
As concluded before, the first phases (identification, analysis,
creation of solution variants) were processed on team base for
the resource allocation issue. In the phase of selection criteria
which are determining the choice itself as well as in the followed
phases of decision making the observed manager used individual
autocratic directive style of decision making. The observed
manager was the only one who knew the work load of assigned
workers of his team as well as the planned future work load. Due
to this reason he used the individual approach for the creation of
selection criteria as well as for the later phases. The
implementation of chosen option like hiring of new employee,
worker assignment to projects, etc. as well as the control were
done on individual directive approach according to the
instructions of the director.
3.5.3 Strategy
By the supervision of projects progress was the application of
managerial methods and techniques similar to the tactics. The
observed manager was informed about the current stage of each
project during the discussion with each team member. During
this random and irregular discussions he was informed also
about alternatives of further process. The analysis as well as all
later phases were mostly processed individually by the observed
manager. Processing this supervision task the observed manager
used his prior knowledge and experiences which he collected in
his prior professional path in the role of project manager.
However, a huge lack of communication was detected also in
this field where the team members were not informed neither
knew about all the projects processed in the department, nor
about who is responsible for which project. This lead to several
cases of disinformation and misunderstandings. Later the
workers were also demotivated as they did not see the possibility
of professional growth like working with new frameworks in
their employment. This led to higher worker turnover.
Table 3: Evaluation of the used approach of problem solving
during the given phases of the decision making
Phase of problem solving
Operation
Tactics
Strategy
Identification
a
A
a
Analysis
a
A
a
Search and creation of solution
variants
a
A
a
Selection of decision criteria
a
A
a
Selection, Decision making
a
A
a
Implementation of chosen
decision
a
A
a
Control over implementation of
decision
a
A
a
3.6 Evaluation of the approaches applied by the observed
manager in the problem solving during the phases of the
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.3). Following approaches are
recognize
12
:
a)
Standardized methodic procedures applicable in
given organization
b)
Creative approaches
3.6.1 Operation, Tactics and Strategy
The observed manager used the valid systematic methodology
processes of the organizations in all fields of managerial decision
making. During the whole period of performed observation the
particular manager reacted to the requests of his subordinates
and used the incorporated processes of given organization. A
creative approach was visible solely in the area of further
education of his subordinates where he reactively organized few
trainings. However, it is important to state, that the reason of
such an approach was used solely due to the cost saving
measurements of the company. It was less expensive to make a
tailored training with the instructor in the company with all team
members as to send 2 or 3 team members into external company
for a training on the same topic with the same instructor.
3.7 Evaluation of the analytic methods and techniques
applied during the problem solving in the phases of the
decision making
In this section, the evaluation of analytic methods and techniques
which were applied by observed manager during the execution
of above mentioned tasks is presented. Tab.4 shows the use of
diverse techniques by observed manager by the execution of
operational, tactical and strategic managerial tasks.
Table 4: Evaluation of the used type of the analytic methods
and techniques
Phase of problem solving
Operation
Tactics
Strategy
Identification
a
d
d
Analysis
b
b
b
Search and creation of solution
variants
g I.
g I.
g I.
Selection of decision criteria
h
iI.opti
iII.feas
Selection, Decision making
h
iI.opti
iII.feas
Implementation of chosen
decision
n I., o I.
n I., o
I.
n I., o I.
Control over implementation of
decision
j II.
j II.
j II.
where opti, feas denote optimal and feasible.
Management techniques used to identify and analyze the
problems:
a)
Occam’s Razor
13
- a fairly old but time proven and still
currently used effective technique which presents things
simplistically and does not deal uncertain details. It tries
to deal with problems that concerns the particular
organizational unit and not with all the problems of the
organization.
b)
Pareto’s principle
14
- Principle 80 20 of the Italian
economist Pareto of 19th century who found out that 80%
of the wealth is in the hands of 20% of people. This rule
was subsequently simplified and today this rule says that
80% of problems are caused by 20% of causes or that
20% of customers generate 80% of the revenues of the
organization.
12
BEŇOVÁ, E.; VÖRÖS, K.: Zvyšovanie obchodnej výkonnosti webových stránok.
In: Digital Science Magazine [online] vol. 3, issue. 2 (2014), p. 1-3.
13
BERKUN, S. Making Things Happen: Mastering Project Management. Sebastopol:
O´Reilly Media Inc., 2006, p. 155-174.
14
DELERS, A. Pareto´s principle. Namur: Lemaitre Publishing, 50minutes, 2015.
p.1-32.
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