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JOURNAL OF INTERDISCIPLINARY RESEARCH
without their solution those issues either stopped all production
of the entire company or the particular department (personnel
could not work) and did not meet its objectives.
As the noted above the observed manager applied the Pareto´s
principle in the analysis. In the phase of creation of the selection
criteria the observed manager applied various techniques
depending on the area of the relevant issue. Addressing issues
related to tactics or strategy the observed manager diversified his
criteria and conducted the election according to several criteria
(multi-criteria decision-making). Solving the allocation of labor
he took into account the assigned workload, experience of the
worker with the particular technology, etc. While dealing with
project deadlines he considered the importance of the project
reflected, its urgency, number of workers and departments
involved, project funding and costs, etc. Due to the fact that the
observed manager did not sought for several solutions and was
mostly satisfied with one or two solutions; we can conclude that
he was guided by the principle of feasibility and by the principle
of an appropriate optimization in the phase of determination of
selection criteria. In the field of tactics, the observed manager
tried to choose the optimal solution to the problem in view of
existing labor resources of his team and considering the needs of
the project itself. In strategic area the observed manager applied
the principle of feasibility and focused on feasibility of project
deadlines under the given circumstances.
In the implementation phase, as already mentioned above,
observed manager conducted followed the same procedure at all
levels which was the autocratic directive style of leadership.
3.8 Evaluation of methods and techniques applied by
observed manager during the solution of a given and a
similar problem
The table below (tab.5) shows the assessment of the
effectiveness of methods and approaches to address mentioned
challenges and problems of a similar type. At the same time,
concrete consequences are outlined resulting from the
application of selected methods and approaches.
For the indication of the consequences of applied methods and
approaches, following symptoms were included:
a)
Financial results
b)
Competitiveness (comparative advantage)
c)
Possibility of success
d)
Assurance of conditions for carrying out work
e)
Assurance of the implementation (realizing, of the
embodiment) of individual work tasks
Table 5: Evaluation of consequences of applied methods and
techniques
Phase of problem solving
Operation
Tactics
Strategy
Identification
d
e
a
Analysis
d
e
a
Search and creation of solution
variants
d
e
a
Selection of decision criteria
d
e
a
Selection, Decision making
d
e
a
Implementation of chosen
decision
d
e
a
Control over implementation of
decision
d
e
a
3.8.1 Operation
During the solving of issues in operational field of management,
the assurance of appropriate working conditions for executing
workers (d) denoted a necessity as without the accesses the
workers were not able to process their tasks which very soon
gets visible also in the remaining spheres e), b), c) and a).
3.8.2 Tactics
With the execution of tactical tasks the observed manager
ensured the processing of individual projects and individual
working tasks e). Through hiring of new qualified and
experienced workers he not only worked towards the
improvement of comparative advantage of the company b) but
also towards the increase of the comparative advantage of the
particular department within the company itself c).Analyzing all
the effects connected to the execution of given tactic tasks, that
the significantly aimed goal was the execution of working tasks
as such e).
3.8.3 Strategy
Achieving project deadlines was mostly mirrored in the financial
results from the point of view of the observed manager a). The
financial results were significantly influenced by delayed
product delivery deviating from the set deadlines when the
company representatives were dealing with the client regarding
price change and cuts whereas the production costs of that
particular product are continuously increasing. The evaluation of
the department depends on financial balance, performance and
on the success of its products in the market at the same time c).
3.9 Improvement proposal of the application of the
managerial methods and techniques applied by observed
manager and the final evaluation
In this chapter a proposal of options for improvement of the
applied managerial methods and techniques by observed
manager shall be found. It shall help to improve addressing
those challenges and problems of a similar type in the various
stages of the decision making process as well as the possibility
of the use of other approaches, procedures, methods and
techniques in decision process. The following indications can be
found in the table below:
a)
Satisfaction with the applied procedures
b)
Need for improvement of decision-making
Table 6: Evaluation of the monitored consequences of
applied managerial methods and techniques
Phase of problem solving
Operation
Tactics
Strategy
Identification
a
a
a
Analysis
a
b
b
Search and creation of solution
variants
b
b
b
Selection of decision criteria
b
a
a
Selection, Decision making
b
a
a
Implementation of chosen
decision
b
b
b
Control over implementation of
decision
b
b
b
From the analysis of the observed object solely a very limited
satisfaction with the application of managerial methods and
techniques in various stages of problem solving in all areas of
management can be deduced. It is essential to improve the
application of new managerial methods and techniques in all
areas in the last three stages.
Using of Occam's razor and Pareto’s principle is very effective,
but not sufficient in carrying out management functions. It is
important to be interested in occurring problems and trying to
systematically eliminate them by anticipating and better control
instead of extinguishing fires.
Similarly, the categorization of problems according to the
urgency is commendable but not sufficient. It is not enough just
to solve problems that involve insurmountable obstacle in the
execution of working tasks. It is necessary to address issues
systematically in order to prevent their future occurrence and to
establish a systematic solution for workers who could perform
found solutions by themselves and would therefore reduce the
work load of a manager.
Despite of the fact, that the observed manager was in charge of
managerial position for the first time, and joined to it relative
shortly before the actual start of the observation, it is necessary
to point out insufficient skills of chosen person for the
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