Mgt 230 - Decision Making Procedures

Decision-Making Process

MGT/230 Management Theory and Practice

Decision-Making Process

One of the biggest decisions that this writer has made in his life was when he chose to retire from the Marine Corps. Timing was critical because the financial ramifications had the potential to decimate my family's lifestyle. The training and leadership tenants that the Marine Corps instilled in me allowed me to evaluate and plan for the highs and lows associated with military retirement. One of the methods I used while planning my retirement involves the acronym B.A.M.C.I.S. Every Marine learns this acronym while in recruit training and it is a measurable model based on leadership philosophy and success on the battlefield.

The acronym B.A.M.C.I.S. is simply a method used to assist leaders in making the right decision. It starts with, Begin the planning, Arrange reconnaissance and coordination, Make reconnaissance, Complete the plan, Issue the order, and the last step is Supervise the execution (U.S. Marine Corps Training and Education Command, 1991). This decision making process is similar to the one described in our text with the exception of the military jargon. Both examples are building blocks in the decision making process. Some of the differences between these processes appear to be transparent.

My process of decision making is dependent upon if I am required to make a programmed or non-programmed decision. If a programmed decision is appropriate, I will typically rely on established procedure or policy to produce the desired outcome (Bateman & Snell, 2011). When a non-programmed decision point is encountered, I will usually encourage and solicit input from my team and subordinates. When there is no one to collaborate with, I typically review the scope of the project to ensure my decision produces the desired outcome.

Upon review of my decision making process and that of the text, it is my belief that the two processes are similar enough to have produced the same results. It is this writer's belief that decision making is a science that is learned and built upon through experience and education. His family, educators, and the Marine Corps equipped him with the tools in his decision making tool box. The Corps allowed him to practice the art of decision making for more than 20 years. Along the way, he has learned that the key to successful decision making is the right combination of education, training, and real world application of this craft.

References

Bateman,