GSBS6001: Decision Making In Disaster Management, Managing Under Uncertainty, Rationality Versus Politics - Management Assignment Help

Assignment Task

Decision Making in Disaster Management 
Rational decisions under uncertainty are synonymous with the ambiguous circumstance of disaster management. The dynamic environment of disaster management presents unique challenges to decision-makers as the implications of choices can have significant effects. The requirement to protect health and safety, meet public expectations, collaborate across networks and deliver optimal outcomes is complicated by the complexity of events and the unpredictability of possible outcomes. In the following collection of scholarly articles, we explore schools of thought on decision making in disaster environments and acknowledge both the correlations and disparities that occur. 

The annotated articles consider decision-making in disaster management from varying perspectives.  Albanese and Paturas (2018) apply the notion that critical thinking skills provide the basis for effective reasoning which is the foundation for a rational, defendable response. Moilanen (2015) adopts a differing view that centres around the value of analysis strengthened my intuition and tacit knowledge allowing agile, timely decisions. Insight is provided by Alison, Power, Heuvel, Humann, Patasinksi & Crego (2015)  with consideration to the complexities that lead to decision inertia which they identify to be: nontime bounded; group size; and absence of superordinate goals. Despite differences in approach when considering the skills required for decision making, we can broadly identify trends in themes exhibited across the articles. These are based on the requirement for decision-makers to accurately define a  problem; display effective use of information; demonstrate decisiveness and participate in training to develop skills. 

Consistent with the need to apply a systematic approach to decision making (McKee, 2010), each article acknowledges the significance of identifying and defining a problem. This is achieved through the foundation of building situational awareness which Albanese and Paturas (2018) consider is derived through knowledge, information, and deductive reasoning, while Moilanen (2015) maintains, is primarily driven by knowledge, experience, judgment, and intuition. With the common link being knowledge and information availability, the challenge of capturing relevant information is magnified by the complexities of inter-organizational collaboration and disjointed information delivery (Alison, et al., 2015). 

It is generally agreed that while a well-timed response is critical in emergency situations, inaccurate problem recognition can be detrimental as described by McCarthy et al. (2016) in the reflection of the  Hillsborough stadium incident which leads to a loss of lives. Decision-making relies on the ability to draw conclusions and make decisions based on the information available. A key attribute for disaster management is the confidence and ability to rationalize information to focus on that of importance, as reflected in Herbert Simon’s bounded rationality concept (as cited in Cristofaro, 2017).  

While the desired outcome in decision making is to provide an optimal decision, the nature of disaster management is unpredictable rendering normative models ineffective. The annotated articles explore the challenges of decision-making with bounded rationality and the requirement for a response that is most appropriate for the identified issue.

ANNOTATED BIBLIPGRAPHY Trust in Teams
It has become more apparent to organizations worldwide the importance that trust brings to an organization. This collection of scholarly articles defines the importance that trust brings to workplace teams' effectiveness. Further to this, with the current global financial situation which most organizations face, combined with increasing pressures from shareholders, financiers, and other stakeholders to become more efficient and more productive. In order to achieve this organization must recognize the importance of trust in workplace teams. The purpose of the annotated bibliography is to provide insight and reflection on the importance trust will have in improving organizations' workplace team effectiveness. The following six annotated bibliographies provide various empirical studies in support of this statement.

First, Dirks (1999) describes that trust how effects work cooperation. Whilst showed that trust effective variable which connected goals and reward systems which are significant influence group process and performance. By examining a sporting team the research completed by Dirk (2000) provides an empirical study with much more clearly defined goals (i.e. winning each game) creates reduced variables and provides a fresh perspective of teams' performance other than those in the workplace. Second, Erdem, Ozen, and Atan (2003) discuss the issue of teamwork as a crucial success factor for most companies and studied the relationship between the trust of team members and the performance of that team. Third, although many organizations rely on teams to function, Ereden (2003) argues there is little research that clearly establishes the connection between teamwork and improved performance. Although the success of teams depends on the environments in which they operate, Ereden (2003) argues that organizations need to plan, structure, and support the use of teams. Considering the right questions and issues in planning, primary researches, and experience, to create a work team planning guide, that identifies the topics and critical issues companies need to identify to support effective teams. Fourth, Bijlsma and Koopman (2003) review six empirical studies over the past decade on trust within and between organizational relationships to emphasize the importance of common understanding and trust. Fifth, Costa (2003) provides a unique perspective giving further insight into the definition of trust and the important role of monitoring individuals' behaviours. In the final article, Tan and Lim (2007) build a specific model on the relationship between colleagues and organizations in relation to trust.
 

Description:

Each individual is to select and annotate three academic journal articles related to the broad theme: Rationality Versus Politics in Managerial Decision Making During a Global Crisis/Pandemic

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