Name:GLENN R RODRIGUEZASubject:STRATEGIES AND
POLICIESProfessor:Dr. ELENITA L TAN
SOURCES OF STRATEGIES AND POLICIES
Classified into 4 categories
1. Originated flows basically from the objectives of the
enterprise, as these are defined by the top executive authority.
This allows key subordinates to give them clearer definitions or
they may be promulgated so completely a to live little room for
definition and interpretation. This maybe centralized or
decentralized to which authority is concentrated or dispersed.
Originated strategies and policies does not necessarily imply that
it is imposed by command an obtain compliance by making unobtrusive
suggestions
2. Appealed as appeals are taken upward and decisions are made
on them, a kind of common law is established. Appeals are sometimes
incomplete, uncoordinated and confused. The aimless formulation of
policy or strategy arising from appeals explains in part why it is
so difficult to know exactly what one exist. Appealed strategy or
policy maybe foresighted an internally consistent, especially if
managers realize that their decision constitutes a strategy or a
policy, however, when they find themselves constantly making these
by appeal, they might well ask whether they have left too large an
area to chance and whether their subordinates have really
understood what they may have had in mind.
3. Implied Different circumstances account for the development
of implied strategy or policy. It is suspected that in most cases,
implied strategies or policies develop where no clear strategy or
policy exists. Decision makers will adopt their own guidelines as
they interpret the actions of their superiors.
4. Externally Imposed Whether in the form of direct regulation
the competition of government owned or government aids or contracts
the result is to circumscribe and dictate many aspects of strategy
or policy is being externally imposed by government, trade, unions
and trade associations.
Difference between Major and Minor Strategies
MAJOR POLICY are those which gave a unified direction to an
entire enterprise and imply a commitment of resources. This
strategy give the primary shape to an enterprise in its
accomplishment of purpose a derivative or supporting strategies and
policies is an example which act as a guides to thinking and action
and give support to unified planning in certain areas
MINOR POLICY - these are strategies that supports the major
ones, they come easily to mind, they do give direction and guidance
to decision making and action but they are certainly not of overall
importance to a company and they may not even be supportive to a
companys major strategies or policies. Composite and contingency
policy is a good example of this.
GUIDELINES FOR EFFECTIVE STRATEGIES AND POLICIES
In any organization or company whether big or small, written or
unwritten, sound or unsound, followed or not followed, understood
or not complete or incomplete has all its strategies and policies
for it is impossible to delegate authority without the existence of
policy since a subordinate manager cannot make decisions without
some kind of guidelines. Here are some few guidelines;
A. STRATEGIES AND POLICIES SHOULD CONTRIBUTE TO OBJECTIVES AND
PLANS If strategy or policy does not further plans or make
enterprise objectives more attainable. It has not done its job. No
manager should ever be able to say there is no good reason why we
do it; it is just our policy!
B. STRATEGIES AND POLICIES SHOULD BE CONSISTENT This is an
obvious point, true, but it is often violated in practice, for
instance an ineffective sales program would surely result if the
promotion for a product were based upon both a strategy of product
differentiation through heavy advertising and a strategy of
vigorous price cutting.
C. STRATEGIES AND POLICIES SHOULD BE FLEXIBLE strategies and
policies should not be regarded lightly and disregarded on slight
pretext. This does not mean that exceptions should never be made.
It is sometimes impossible to make them cover all conditions. But
if either a strategy or policy must be disregarded often this is an
indication that it is not sound is not applicable or too tightly
circumscribes a managers area of discretion.
D. POLICIES SHOULD BE DISTINGUISHED FROM RULES AND PROCEDURED
Some policies are rules and not recognized as such; other so called
policies are really procedures designed to channel action not
thinking. The correct separation of these three types of guidelines
is important to good planning workable delegation of authority and
even good human relations and it can be accomplished.
E. STRATEGIES AND POLICIES SHOULD BE IN WRITING If strategies
and policies are to be used they should be written. A strategy or
policy that is put in writing is not necessarily understandable but
one that cannot be put in writing is at best, unclear. The
difficulty of communicating intentions and desired is reduced by
more precise communication in writing. Furthermore, the very act of
writing strategies and policies has a way of eliminating vagueness
and inconsistency. As one major management consulting firm has
summarized the importance of writing policies.
F. STRATEGIES AND POLICIES SHOULD BE TAUGHT written strategies
and policies must be explained, interpreted and taught. What people
do not understand, they cannot use correctly and are likely to
distrust. Top managers may never assume that the issuance of a
written statement is enough. They must see that the questions
regarding it are answered and that subordinates comprehend its goal
and why it has developed.
G. STRATEGIES AND POLICIES SHOULD BE CONTROLLED - control is
necessary because strategies and policies have a way of becoming
obsolete and because they may be misinterpreted or may not
accomplish their purpose. To undertake this kind of control takes
talent that companies are often willing to assign to the task.
Name:GLENN R RODRIGUEZASubject:Decision MakingProfessor:Dr.
ELENITA L TAN
THE RULE OF BEHAVIORAL INFLUENCES ON DECISION MAKING The results
for subjects actual decision behaviors validated the patterns
predicted by the stimulation. Subjects showed a substantial degree
of adaptively in decision making, although the adaptively was not
perfect.
More specifically, subjects processed less information were more
selective in processing and tended to process more by attribute
when dispersion in probabilities was high rather than low. Moreover
accuracy was equivalent for the two dispersion conditions. Thus,
subjects showed ability to take advantage of changes in the
structure of the available alternatives so as not to reduce
processing load while maintaining accuracy. Recall that this
prediction was drawn from the stimulation results.
At the level of individual subjects behavior, there was evidence
that subjects who were more adaptive in their patterns of
processing also performed better in terms of relative accuracy
scores. What is important this increase in performance was not
accompanied by a significant increase in effort? Hence, more
adaptive subjects also appeared to be more efficient decision
makers.
Several effects of time pressure were also demonstrated. First,
under sever3 time pressure, people accelerated their processing
selectively focused on the subset of more important information and
changed their pattern of processing in the direction of relatively
more attribute-based processing. This general pattern of results is
consistent with the simulation, which suggested that an efficient
strategy under severe time pressure was one that involved selective
and attribute-based processing.
The effects of time pressure were substantially less for those
subjects with a 25 as opposed to a 15 second constraint. In the
more moderate condition, subjects showed evidence of acceleration
in processing and some selectivity in processing but no evidence of
a shift in the pattern of processing. These results suggested a
possible hierarchy of responses to time pressure. First people may
try to respond to time pressure simply by working faster. If this
is insufficient, people may then focus on the subject to the
available information. Finally, if that is still insufficient,
people may change processing strategies, for example, from
alternative based processing to attribute based processing.
Although these results suggest high adaptively, there was
evidence to suggest that the adaptively to time pressure was not
perfect on trial by trial basis. When the responses to the no-time
pressure condition were compared for the two groups of subjects in
the second experiment, some carryover from behavior generated in
response to the time pressure trials to performance on the no-time
pressure trials was detected. Loading...Loading...
Loading...Loading...
Loading...Loading...
About Google Book Search - Book Search Blog - Information for
Publishers - Provide Feedback - GoogleHome2009 Google
