Group Decision Making problems occur from many real-world situations. In these problems, there are a set of alternatives to solve a problem. In these systems, the problem is how to introduce intelligence, such as how to incorporate human consistency in decision making models of decision support systems. Leaders expected to come out with rational or best decision when making decision. Consensus, a concept of developing common agreement in certain issue that align with organizational objectives.
And share sufficient information that would lead to goal accomplishment. The leader is further expected to delegate powers, to appreciate others’ needs, and to make decisions based on mutual interest. If a leader exemplifies these characteristics, he/she is viewed as successful positive individual. A transactional refers to two-way influence and the presence of social exchange in the relationship, both of which have a dynamic quality. Under this theory, “the term transaction is needed to indicate a more active role by followers in an exchange relationship with the leader, including mutual
Effective communication will enhance project management methodology that Multi Projects Inc. would have chosen to follow, improve on quality workmanship as resource allocation will be visible and formally communicated to key stakeholders and formal handover process would be place, in the event that certain resources move from one project to the other. Communication activities that can be utilised are but not limited to the
Focusing on cooperation and finding a better way, constructive conflict often results in improved group strategies by utilizing the best parts of several proposed ideas. One group member may offer a solution and another member builds on it or points out a flaw that still needs to be figured out. As a team, the group utilizes their combined knowledge and experience to innovate a superior solution or improved strategy to reach their goal. Engaging in constructive conflict requires a certain level of cohesion but once that has been achieved the process brings about even greater cohesion and trust amongst group members. Drawing out the strengths of group members and spurring them to present their best concepts, constructive conflict increases the effectiveness of a work
There is no doubt that these six criteria when put together can produce a better understanding about why some project succeed and others fail but individually these criteria contributed differently with some more than others in the comprehension of project success. Therefore, it is important that in a project lifecycle (start-to-finish) each one of these criterion should be clarified and documented. I am going to discuss among other things, why the three success criteria presented in descending order of importance are more important; product, use and value and, how to ensure their success and the reasonable trade-offs one have to make in order to understand a project
Overall, both the models of choice procedure require the participation of groups for inputs and this provide a better output after the complete process. As projected by Forsyth (2009) that these models are the most successful parameters of group decision-making process. Usually, these models are called general models of this procedure. The effectiveness might be improved further by focussing on some specific techniques. These techniques are brainstorming, nominal group technique, Delphi method, and dialectical inquiry, which must be undertaken during the alternative selections (Forsyth,
Value Management will help everyone related with the project. Here follows a brief list of some of the benefits of VM that is somehow directly or indirectly connected with optimizing the value for money for a project The benefits of value management When we using value management techniques and the formation of a value culture to the organization we can deliver the following benefits Value management makes good understanding for the needs and the functions necessary to meet those needs Value management makes better explanation of program or Main project objectives. It helps to create clearer focus on the project goals. Value management makes a better definition of final outcomes and quality and the Targets need to achieve. Value management reduce wastage of resources Value management manage capital funds Value management developed operational effectiveness Value management makes team work and it helps to make clear understanding Value management minimize conflict and risks Value management makes gave new ideas for improved outcomes and new alternatives for the future
It also explains how the prominent party will conduct and create resolution in the negotiation. 5. Communication, it is a must that both parties should agree to discuss and share as well as appreciate the opinion from other party during the negotiation. The ability of understanding another party and flexibility in persuading are important to have such a win-win
HRM rarely has a direct impact on firm performance as business logic of its effect requires that HR drives firm performance through its contribution to effective strategy execution which is the basis shareholders value and is a system of intermediate outcomes. Thinking like strategy manager means recognizing the importance of the causal relationship between HR decisions and intermediate outcomes, which ultimately drive strategic success in organizations. Different HRM practices, such as recruitment/selection, training/development, performance appraisal and compensation system are significantly related and make positive contributions towards perceived organizational
Conclusion From some articles above, collaborative planning as an interactive process is an ideal planning process. This method can distribute the dimension of power among stakeholder equally not only government but also nongovernment side. Collaborative planning needs consensus building to achieve good governance condition. So I suggest that developing collaborative planning approach requires the broader role of planners especially in connecting and communicating stakeholders with their good knowledge moreover in adapting uncollaborative