The search for better destinations for the organization, the desire to remain in turbulent, changing and competitive markets and the need to implement models or systems that measure the management and results of the collaborators and the company, lead to the necessary implementation of managerial theories according to the new business times.
Managerial responsibility, in strategic terms, has to do with the ability of first-level managers to respond for the consequences of the decisions they make to ensure the permanence and profitability of the operation; to understand the impact that decisions associated with the implementation, or not, of initiatives that are born from strategies aimed at the growth of the company, entering new markets, the design of new products, among others, will have for its customers, suppliers and collaborators..
The ability to make managerial decisions is a skill that must be trained and developed, however, unfortunately, schools that teach managers, current or future, to understand that decisions not only need to be made, are necessary are not very popular. turn them into effective actions and in a specific context, which means that they must be successful and timely, since the consequences for the organization can represent qualitative achievements in their income statement or lead them to crises involving special management. We know many companies that have gone through stages of crisis and desert to become market leaders in a few years, recognizing that this result was a consequence of the managerial and strategic decisions made by the management team.
It is clear that there is an abundant literature on the subject and that many universities in their postgraduate programs have practical approaches to train the fundamental aspects of decision making. There are also specific models for companies, particularly the text by Dave Marcum entitled “Business Think” * seems very appropriate, especially for company managers who want to recognize a methodological route that helps them make better decisions for their organizations. I invite you to review each of the steps proposed in this scheme that ranges from "forgetting the ego" that invites us to recognize that we are not omniscient,going through the effect of the wave that lands us on the impact that decisions made up to “look for the cause not the symptoms” that may have on other people or areas of the organization may imply recognizing how in many occasions our decisions are oriented to Solving the symptomatologies of problems that are almost always much more complex and in this sense also leads us to recognize the importance of having "solid evidence" and not only "circumstantial evidence" for making better decisions.
The position of Manager has the responsibility to assume the consequences of the decisions that will determine the direction of a specific management, whether internal or external. The search for better corporate results goes through initiatives aimed at improving income but also those that oblige to cut, optimize and rationalize the costs and expenses of the operation and administration, therefore the consequences can vary and range from a hit / miss by implementing a business strategy to recognize variations in the work environment, staff turnover and their impact on management. Getting the decision right is essential, but this will only be known when the consequences of the decision are evident. Simultaneously, decisions must be characterized by being timely,which is of great value because decisions that could have been successful but were made out of time are useless, the lateness in decision-making also has consequences for the client and other interest groups.
The Manager is delegated to make decisions that allow the organization to navigate calm waters, always moving forward and achieving the proposed results, who is at the helm and guides the route that must be followed so that there are less risks and uncertainty on the path runs. His management as a strategist will be qualified by the results, but it is understood that his ability to interpret reality will lead him to the safe harbor that he defined in his vision and that he ensured in organizational strategies. The manager then understands that he must appropriate and get involved in the strategic issues of the company,that he must fearlessly abandon the situations that need to be resolved and defined by other levels in such a way that he can focus on what is important without being distracted by matters pertaining to the daily function of the company and which, in turn, must be defined by those who have been appointed for it.
Now, if the above is coherent and pertinent, it is also clear that when one of the team members seeks help and a solution from their immediate boss, the latter must assume the situation as their own and support the decision-making process in such a way that It is a learning experience where the immediate boss served as a coach to his collaborator and at the same time ensures an action that benefits the company in its operation. Sometimes some bosses say to their collaborators "decide you" "make the best decision and tell me" "that issue is your responsibility" etc., and when errors occur or situations or problems escalate, it is the same manager who now says " Why didn't he warn me "" he would have informed me "" I only resolve those issues "why do you think I am", etc.Thus, decision-making also implies recognizing the playing fields in which each position has its own scope and must be recognized by each of the members of the work teams.
This invites reflection on the consequences of indecision in the organization and in the work teams. On many occasions we appoint supervisors, coordinators, directors and even managers because they have developed a good job for some time in the organization, however, we do not always do a judicious process of qualifying the required competences and we end up appointing people who fear their teams of work or their bosses, people who do not make decisions because they are not sure that it is their spring and therefore their collaborators, who notice the consequences of their indecision, end up consulting directly with a higher instance or taking risks in the alternative they consider correct; equally,the heads of these people begin to realize that their contribution is little or nil in the meetings they attend, that their teams do not recognize leadership and therefore they become invisible and become less relevant in such a way that it is considered, earlier that late, the departure of this person from the organization.
In summary, I would say that effective decision-making must be timely and accurate, especially at the strategic levels of the organization, and that it is necessary to develop a training program within the company that allows strengthening those who currently occupy or will do so in the future. management positions, the ability to make decisions and turn them into actions that represent positive and outstanding impacts on management, productivity and results of the area for which he is responsible, making it necessarily also impact corporate successes and therefore competitiveness that allows you to not only stay in the market but also make the difference you need to be the protagonist of the business future.
* Marcum D. (2003) Business Think. Rule
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** José Manuel Vecino P.: Master in Environmental Management, Specialist in Human Management, Manager of Human Management, Business Consultant and University Teacher
