1. Successful nonprofit leaders have a limited range of decisions they deal with on a routine basis. Specifically, three types of decisions represent the majority of choices they make:
2. Most of us have a repertoire of heuristics for every facet of our lives, including the decisions we make in our work. The decisions we make without thinking, as if on decision-making autopilot are called ______________ decisions.
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They are prescribed by an existing set of explicit rules. You follow the rules, and the resulting process leads you to the correct action. Individuals have little or no discretion in these ___________ decisions.
When leaders are faced with new challenges for the future—the non- profit equivalent of doing battle—the process used in decision making is key, and it is fundamentally different from the Recipe or Habitual Decision. This process is called a ____________ decision.
Finally, sets of ______ _________ provide recipes or models for management decisions. 7 Successful organizations are studied, and the rules that guided their success are generalized for application by other groups.
Ad hoc approaches to major new decisions can create significant future problems for the organization. Most of these have to do with the lack of consistency and coordination in the decision-making process. These are:
7. If decisions are not aligned with organizational strategies, they can cumulatively lead to ______ ________, whereby the organization moves away from its central mission bit by bit.
When an organization does not involve the appropriate individuals or groups in making critical decisions can end up working at cross purposes with itself, thus experiencing