Helena Fogerty's Decision Making Model

805 Words 4 Pages
For Helena Fogerty, an advisory board plays a key role in her decision making for her swimwear company Mia Ola. Advisory boards are not implemented to lead an organization, but their main function is to offer support to administrators and faculty (Conroy, Lefever, & Withiam, 1996). In Helena’s case, she was looking for a group of people to confide in and rely on when she ran into difficult situations In the video, she talked about the struggles of working in a country that speaks a different language and how difficult it can be to make her ideas a reality. She also mentioned that there are often times in her career when she is feeling down and not sure about her decisions or what step to take next, she said during these times she leans on her …show more content…
According to Daft and Marcic, the administrative decision-making model is “how managers actually make decisions in complex situations rather than dictating how they should make decisions according to a theoretical ideal” (Daft and Marcic, 2017, pg. 236). One aspect of administrative decision-making is intuition, which is making a decision based on your past experiences. The decisions being made are not unreasonable because they are “based on years of practice and hands-on experience” (Daft and Marcic, 2017, pg. 237). Helena follows this model by following her gut and just “going for it” when she makes decisions. She consults her team when making decisions, but also makes them on what she believes will be successful. Another example of how she follows this model is by creating new ideas and testing them with real clients. She puts out new swimsuit designs and has clients test them in real life situations, she gets their feedback and uses it to improve her …show more content…
I used to be a part-time cashier at this pizza joint while I was in high school. Of the six biases described by Werner, I think that “being influenced by emotions” best represents what caused bad decision making. This pizza place was local to my hometown and was family run. I, alongside one other cashier, was the only employee who was not in the family. I found from working in a family run business, almost all the managerial decisions made were influenced by someone’s emotions. The managers of this establishment had particular “short fuses” and would be quick to let their emotions take over a situation without hearing the full story first. This resulted in a great deal of controversy between employees. Daft and Marcic said, “there is some evidence that when people make poor decisions under the influence of strong emotions, they tend to continue to make poor decisions because it becomes part of the mind’s blueprint for how to behave” (Daft & Marcic, 2017, pg. 250). This is a perfect representation of the downfall of Barone’s pizza. The managers at Barone’s pizza were constantly making poor decisions which lead to employees being unreasonably fired, it lead to employees quitting, and it lead to a decrease in customers. I truly believe that if the management staff at Barone’s pizza had taken a step back when a conflict arose and handled it

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