Case Study for Emotional & Retional Manager Essay

In philosophy, rationality is the char processeristic of any action, belief, or desire, that wantons their choice a necessity. It is a normative concept of conclude in the sense that rational people should derive conclusions in a consistent way effrontery the information at disposal. It refers to the conformity of is beliefs with mavens reasons to believe, or with ones actions with ones reasons for action. However, the term rationality tends to be used differently in different disciplines, including narrow down discussions of economics, sociology, psychology, and political science. A rational ratiocination is one that is not just reasoned, but is also best for achieving a goal or solving a line.Rational Manager Character analysis superstitious and illogical management causes unt quondam(a) losses e genuinely year whole over the world. Managers are give to make logical, financially viable decisions and solve puzzles using good judgment to facilitate the smooth commingle o f the operation. Reasoning is an chief(prenominal) influence, which anyone erect acquire by a short formal education. It is one of the roughly important factors in reservation rational decisions. The absence of conscientious, systematic enigma analysis and decision making causes inefficiency and waste of resources. It also results in failure to set clear objectives and performance stocks. Successful managers conception their concourse for optimal productivity. Meetings mustiness be well organized and reas surelyled disputes from the agenda must not be tolerated. running(a) meetings must be final causened to inform rank and file.Suggestions must be solicited and duly studied. The definition of problem is an unwanted effect, something to be corrected or removed, that which flocknot be reckon in the first place establishing its cause. Every problem, well-nigh always, has still one cause. Problem solving must follow a logical process and certainly analysis. It requi res skill to apply theory to practice. A correct decision in one operation whitethorn prove to be less effective, even incorrect in another. The decision maker must be fully familiar with the operation, problem area and employees involved. Only correct and relevant information must be used in decision-making. Good managers always evaluate daily, the effectiveness of their decision to make corrections.Often, managers make the most convenient, but poor and costly decisions. Poor decisions may appear to solve a problem, but in the end the problem will reappear with more devastating repercussions. Young, inexperienced managers rely on technology, and conveniently bury (ignore) the importance of human factors like service standard, product case, plate presentation and guest satisfaction, all of which ceasenot be quantified and must be fine-tuned constantly. A manager must know precisely the level of performance of all employees. In very large operations, general managers rely on divi sion managers to make decisions on their behalf, and therefore provide guidance when incorrect reasoning was employed. Correct decisions can be made based only on facts.Problem solving and analysis are two entirely different processes. A problem indicates deviation from the standard, and usually a change of some kind causes it. In indian lodge to analyses a problem, sevener steps are required Established standards A problem is caused by a deviation from the standard The deviation must be identified, accurately located and described There is always something distinguishing almost the deviation from the standard The cause of the problem is an unwanted change Possible causes are deduced from changes established The deviation(s) explains the cause(s) A problem may watch several solutions. The decision maker must select the best which is linked to the cranial orbit of his/her experience.Here are the steps required to make a good decisions Establish objectives, Classify obje ctives and prioritize Develop alternatives, Evaluate alternatives against objectives Select the best alternative Test alternatives (if possible) for possible ominous consequences Control adverse effects by victorious affirmative action.Managers require standards to follow. If unavailable, they must develop them and translatek the approval of their superior. distributively problem must be solved individually. Several problems (related or not) cannot be solved simultaneously, and jumping from one to another may be an exercise in futility. If several problems exist, all must be prioritized and solved in sequence. Vaguely described and/or perceived problems cannot be solved satisfactorily. A earthy drift is jumping to conclusions. Incorrect identification of a problem leads to wrong decisions, and eventually to a major crisis. Managers must be able to anticipate potential problems promoting a line worker to a supervisory carriage requires collectable diligence. The background o f the individual must be checked thoroughly, and his/her decision making skills verified before the promotion.RATIONAL VERSUS EMOTIONAL DECISION MAKING (3)Human headway researchers turn out determined that the more that is on ones mastermind, past the more likely one will make an emotional decision rather than a rational one. Could this provide an explanation why so many decisions by managers and employees take place to seem irrational? As background, the brain researchers conducted an experiment asking people to memorize a serial of numbers in sequence ranging from two to seven numbers. After given their numbers all the individuals had to do was walk down the hall to a room and write the numbers down. But there was a catch. As the subjects walked down the hall another researcher interrupted them and offered a gift for participating of every a piece of chocolate cake or an attractive bowl of fruit. The results were surprise (and very statistically significant). Those with the least numbers to memorize chose the fruit whereas those with more numbers chose the cake.Why is this? The brain researchers have sight that the human brain has two parts a rational deliberate section and an emotional one. The ambition between the two is fierce. When the mind load is light, as with those people tasked to memorize only two numbers, their knowing mind ruled the healthy fruit was more appropriate than the high calorie cake. In contrast, when the brain is more filled with items, emotion wins over reason. Lets put this finding into the context of directlys work world. How many managers are constantly juggling many priorities? All of them. You are too. For example, should I first reply to that e-mail, edit and finalize that paper due, phone that colleague, read that blog or twitter, or analyze that report? When one has these types of to-do items, as a decision is thrust upon them, it is not surprising the choice is an emotional one? As examples, our largest customer ju st requested a special service.Should we shoot down them for it? Our most unreliable provider just missed another due date. Should we replace them with another supplier? You could make out each of those decisions either way. But if your mind is distracted with a dozen other priorities and no time to debate, it is conceivable the emotional brain section might overrule the rational one. Decisions deserve analysis. The brim for error is thinner these days, and what we film with daily is more complex than a decade ago. The tools for business analytics have now become available for even the casual user. Read my article Why Will moving in Analytics Be the Next Competitive Edge? If organizations delay becoming a culture for analytics and metrics then the reference of their decisions will jeopardized.Case StudyThis case was happened in 2002 in one of Egyptian military motorcar factory, the production sector took a decision to buy a certain production machine for producing a very com plicated work piece, and this work piece will be used in a military device. This machine is very expensive and also very accurate, so the chair had to be sure that this machine will be suitable for the required work piece and also will chance on the accuracy required, in order to do so, the president stipulated a st betray condition in the thin out of the machine to accept it from the seller, this condition simply is the factory will never transfer the money of the machine to the seller unless the machine not only delivered and installed but also after producing the first required work piece, and this produced work piece must be applied to measuring tests and pass through quality affirm procedureswhich is according to the German Standards (DIN).The chairman asked the quality control manager to construct a full plan to apply the measuring tests, that plan must illustrate the police squad, equipments used, strategy and measuring operations, once the quality control manager got t he order he called for meeting to make a discussions with the sectors member approximately the required plan and to take their opinion about who will be in this squad. similarly the quality control manager had to determine a team draw for this mission, he had two choices, first one is an old engineer working in the quality control sector for many years and has very good and plastered connections to all people in the quality control sector, second one is unexampled engineer worked for just two years in the quality control sector but on the other hand he considered expert due to his advanced studies in the university in these type of tests and measurements.The quality control manager chose the old engineer to be the team leader. After submission the plan to the chairman to confirm, he accepted the plan but he changed the team leader and chose the young engineer due to his background knowledge. The quality control manager was very surprised and tries to change the chairmans mind but he could not. The quality control manager called for another meeting for the sector in order to explain the reasons of changing the team leader and also to convince the team members accepting the new leader. psychoanalysisIn this case study we are obviously about two different manager styles. The chairman consider rational manager by the mean of word, he is always task oriented and focusing on how to achieve target whatever happened, this can be seen in how he made the deal with the machine seller, real the above condition in the contract considered strange condition and not common at all in this type of business, but he did not care about what ordinarily used and also did not care about rules, he just want to make sure that the expensive machine he bought will do his work piece accurately. From another point of consider he asked the quality control manager to construct the working plan for tests, this is to insure that the all process will be under control, where the decis ion of machine acceptance or rejection depends only on these tests.Also as he task oriented and always studding his option carefully he changed the team leader of the plan, as he believe that this is the way to achieve goal, and he did not care about team members, old team leader and also the quality control manager. On the other hand we have the quality control manager which considered emotional manager as seen, once he has been asked to construct the tests plan immediately he called for a meeting to do so, also his way to determine the team leader he used his intuition to avoid trouble in work may had been caused by the old engineer, he did not care about task accuracy, he did not care about how important was the mission and chose the old engineer just to be safe and away from troubles. Also when the chairman changed the team leader he called for another meeting just to give excuses to the old team leader, and also to make a discussion with the team member to convince them with th e new leader.CONCLUSION (2)The ancient philosophical debate about whether ethics is primarily a matter of reason or emotion has spilled over into psychology, where there is much current discussion about the nature of ethical thinking. But sufficiently rich theories of evidence and emotion can clarify how moral judgments at their best should be both rational and emotional. How can we do the right thing? People are sometimes told Be rational, not emotional. Such advice adopts the general assumption that reason and emotion are opposites. This opposition is particularly acute in ethics, where philosophers and psychologists have foresighted debated the relative roles in ethical thinking of abstract inference and emotional intuitions. This debate concerns both the descriptive q Adjudicating this debate requires an evidence-based theory of emotions that mediates between two traditional theories the cognitive appraisal view that takes emotions to be judgments about the accomplishment of ones goals, and the physiological perception view that takes emotions to be reactions to changes in ones body.The cognitive appraisal view is compatible with the potential rationality of emotion, because the truth or falsity of judgments can be evaluated. On the other hand, the physiological perception view puts emotions on the non-rational side, since bodily reactions are not susceptible to reason. I have argued for a synthesis of the two views of emotion. The brain is capable of simultaneously acting both cognitive appraisal and bodily perception, and emotional consciousness results from this combination. If the integrated view is correct, we can see how emotions can be both rational, in being based at least sometimes on good judgments about how well a situation accomplishes appropriate goals, and visceral, providing motivations to act. Some emotions are beautifully rational, such(prenominal)(prenominal) as love for people who add great value to our lives, whereas other emotions can be irrational, such as attachment to abusive partners.Ethical judgments are often highly emotional, when people express their strong approval or disapproval of various acts. Whether they are also rational depends on whether the cognitive appraisal that is part of emotion is done well or badly. Emotional judgments can be flawed by many factors, such as ignorance about the actual consequences of actions and neglect of relevant goals, such as taking into account the needs and interests of all people affected. Adam Smith is sometimes taken as lecture a gospel of self-interest, but his work on moral sentiments emphasized the need for ethics to be based on sympathy for other people. Hence the emotions involved in ethical thinking can be rational when they are based on careful consideration of a full range of appropriate goals, including altruistic ones. Ideally, this consideration should mesh with a visceral reaction that provides a motivation to act well and correct injustices. Bein g good requires both thinking and feeling. Question about how people actually do think when they are making ethical judgments and the normative question of how they should think.References1 http//www.foodreference.com/html/artrationalmanager.html 2 http//www.psychologytoday.com/blog/hot-thought/201006/ethical-thinking-should-berational-and-emotional 3 http//smartdatacollective.com/garycokins/23935/rational-versus-emotional-decision-making