environmental factor
The influence of environmental factors on organizational decision-making is very obvious, which is reflected in the constraints of various environmental conditions on organizational decision-making, for example, the organization is in a historical environment and a formal machine environment; Advantage environment and disadvantage environment; Hardware environment and software environment; The different characteristics or starting points of internal environment and external environment have certain constraints on organizational decision-making. Environment is the carrier of decision-making scheme and the guarantee to realize it. The key depends on whether managers can fully and effectively grasp and use relevant environmental information and make corresponding responses according to various situations of environmental information. Therefore, when managers exercise their decision-making functions, they should first conduct a detailed investigation and analysis of all the environmental conditions of the organization, and reasonably determine the starting point and expected goals of the organization in future activities, so as to maintain the good continuity and development of organizational decision-making.
(2) decision makers
Decision makers are the key factors that affect the decision-making process. The influence of decision-makers on decision-making is mainly realized through their knowledge, psychology, ideas and abilities. In other words, the decision-making process is a comprehensive test for decision makers.
In decision-making, whether it is to determine the purpose or choose the means, we should compare all kinds of purposes and means. In order to make a comprehensive decision, it is necessary to make a comprehensive forecast, which requires collecting comprehensive information and mastering comprehensive knowledge. In decision-making, decision-makers also need to mobilize psychological factors and overcome various psychological obstacles. In addition, decision makers must also have the psychological endurance to bear the decision-making risks. Because any decision has certain risks in different degrees, the different attitudes of organizations and their decision makers to risks will affect the choice of decision-making schemes. Decision makers who are willing to take risks usually take offensive actions before being forced to respond to the environment, and often make new explorations; Decision-makers who are unwilling to take risks usually only passively respond to the environment, and are accustomed to past restrictions and plan future activities according to past rules. For decision makers, the exercise of decision-making functions is often subject to their own knowledge conditions, psychological conditions and other ability conditions. Therefore, managers should pay special attention to improving their knowledge level and psychological quality in the process of learning and making decisions.
(3) organization
As an organization's decision, it will be influenced and restricted by the organization. Because any decision is a denial of the past to some extent; The implementation of any decision will bring some changes to the organization. Members of an organization will have two completely different attitudes of resisting or welcoming this possible change, which will directly affect the decision-making of the organization.
The influence of an organization on decision-making mainly depends on its culture to constrain the behavior and behavior of the organization and its members, and influence people to change their attitudes through organizational culture. If in a conservative and nostalgic organization, people always judge the current decision according to the past standards, and they are always worried about what they will lose in the change, thus generating the psychology and behavior of doubting and resisting the change that will happen; In organizations with pioneering and innovative atmosphere, people always analyze the rationality of decision-making from the perspective of development and always hope to gain something from possible changes, so they are eager for change, welcome change and support it. It can be seen that the organizational culture that welcomes change is conducive to the implementation of new decisions, while the organizational culture that resists change may bring various obstacles to new decisions. Therefore, establishing an organizational culture conducive to change and development is an important part of effectively implementing new decisions.
(4) Time
Time itself is an important part of decision-making, and it is also an important factor limiting decision-making. American scholar William. R.king and David. I Krilan divided decision-making into time-sensitive decision-making and knowledge-sensitive decision-making. The so-called knowledge-sensitive decision-making focuses on the future, not the present; Focus on taking advantage of opportunities, not avoiding threats. Therefore, when making decisions, time is abundant, and it is not necessarily required to be completed before a certain date. The so-called time-sensitive decision refers to those decisions that must be made as quickly and accurately as possible, which requires speed rather than quality. Compared with knowledge-sensitive decision-making, time-sensitive decision-making has strict requirements on time, and the implementation effect of such decisions mainly depends on speed, so managers should fully understand the influence of time on decision-making and make full use of limited time to make correct decisions.
Third, implement the decision-making function of the park.
According to the basic theory of decision-making, it can be found that park managers still have some problems in exercising their decision-making functions. Therefore, managers should learn decision-making theory, strengthen decision-making awareness, update decision-making concepts and continuously improve decision-making level according to their own problems in decision-making management.
(A) to strengthen the awareness of decision-making
In China's park management, managers have a weak sense of decision-making and are not good at using decision-making methods to expand the park cause; Not good at management with decision-making thinking; But only driven by feelings, experience and various management contradictions, passively and shortsightedly repeating low-level management work all day. Such organizations and managers who have lost their decision-making consciousness are often in the management confusion of losing direction and motivation. Therefore, as a garden manager, we must completely break away from the management mode of "no decision", fully understand the important position of decision-making in the management process, put the exercise of decision-making function in the first place, consciously assume the management function of decision-making, and promote the continuous improvement of garden work with decision-making management methods.
(2) Decision-making is not a manager's personal behavior.
In park management, it is a big misunderstanding to regard decision-making as the personal behavior of managers. Managers regard decision-making as their own personal patent, and the existence and development of an organization are planned by one manager or several managers. Such a decision not only violates the basic theory of decision-making, but also is not conducive to the formulation and implementation of decision-making. Because decision-making is not a simple individual behavior, decision-making is an organizational behavior, and decision-making is to organize decision-making, so decision-making should be based on the organization and its members, and it should be organized and operated. Therefore, when managers exercise their decision-making functions, they should correctly handle the relationship between organizational decision-making and individual decision-making, so that the decision-making scheme of the park truly represents the interests of employees and truly becomes the action program of the organization.
(c) Decision-making is not an instantaneous behavior of managers.
In the management of parks, managers often regard decision-making as a key decision of managers at a critical moment, or an instantaneous behavior at a critical moment. This is another misunderstanding of decision-making management that managers are easy to fall into. If decision-making is understood as a manager's instantaneous behavior, then this kind of management will inevitably lead to short-term behavior in management and cannot bring long-term development. Although the "key decision" and "instantaneous behavior" of managers can also play a certain role in the management of organizations, in fact, the current existence and long-term development of park organizations are not guaranteed by temporary, impromptu and instantaneous decisions, but must rely on comprehensive and all-round thinking, selection and adjustment of organizations. Therefore, decision-making is a complete process, as the exercise of decision-making function, decision-making runs through the whole process of management.
Decision process
Decision-making is a process, mainly in that decision-making is a complete process. The effectiveness of decision-making depends on the integrity of the decision-making process. The decision-making process mainly includes the following four stages.
1, intellectual activity stage
Mainly through investigation and study, analyze the environmental conditions and conditions for seeking decision-making, collect relevant information and materials, and provide sufficient information basis for decision-making.
2. Design activity stage
It is mainly to create, analyze and formulate possible action plans, and the formed plans should be not just one set, but several sets of action plans.
3. Decision-making activity stage
Mainly from the multiple sets of action plans formed in the design activity stage, through comparative analysis, finally choose a set of usable plans.
4. Review activity phase
It is mainly to evaluate the past choices and conduct a final review of the selected action plan. At this activity stage, relevant leaders and experts can generally participate, and they will examine and approve the action plan from a professional perspective to ensure the advanced and reasonable decision-making.
Therefore, the decision-making process is based on "finding out the basis of decision-making; Find possible action plans; Choose from many action plans; Evaluate the choices made in these four stages. The weight and time of these four stages in operation are also different. Generally speaking, decision makers should spend most of their time investigating and analyzing the situation, spend more time creating, analyzing and formulating possible action plans, spend less time choosing plans and spend appropriate time evaluating plans. In fact, these stages are often intertwined in the specific operation process, and the operation order of each stage will change according to different situations.