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Managers often utilize evidence-based management. Read below to find out why.

Organizational decision making is a critical element within the scope of the responsibilities of managers and in most instances, managers use past experiences and intuition to resolve complex issues. Organizations decisions are categorized into two sections: Programmed and non programmed decisions. Programmed decisions consist of the repetitive, well-defined procedures that are used to resolve problems and non programmed decisions are undefined, where no set procedures exists for solving the problem (Daft, 2010). A manager is a figure-head in an organization that is expected to make decisions based upon knowledge and sometimes feelings. Successful managers are those who are able to distinguish between the two and have the ability to incorporate both in order to achieve a positive result. When determining the right solution, alternatives are not always visible which thus creates a dilemma within the mind of the manager.

Despite managersí use of past experiences to solve issues, they often utilize evidence-based management. Intelligent managers are those who analyze the facts that are presented before making a decision. They are focused on being well informed rather than delivering a quick resolution. Being that several internal and external variables affect an organization's daily decisions, it is imperative that managers possess the necessary skill to understand the current conditions that may impact their decisions. Evidence-based management is where managers are committed to making well-informed and intelligent decisions in light of the available information (Daft, 2010). Managers apply these principles by understanding the calculations and background data of the reports they are given. Effective managers are those who offer their employees flexibility to assess the situation and make decisions (Cascio, 2011). It should always be the goal of the manager to empower the employees of the organization to be able to make decisions based upon the presented facts and their prior experience. An example of evidence-based management is within the realm of athletic competition where coaches are forced to make adjust their strategy based upon the developments within the game. Managers should not rely on prior experience nor should they rely on strictly the facts, but more of a mixture of the two so that the proper decision can be made, increasing the probability for a successful outcome.

Evidence-based decision making is not as easy as it sounds. In order for evidence-based management to take root, managers must be exposed to, understand, and embrace scientific evidence (Charlier, 2011, p. 223). Which is why not too many managers use evidence-based decisions. Furthermore, since the first choice of most managers seeking information is to consult with other managers, and since extremely few managers read academic publications, the question of how to inform managers about scientific evidence remains open (Charlier, 2011, p. 223).


References

Cascio, W. F. (2011). Becoming the Evidence-Based Manager: Making the Science of Management Work for You by Gary Latham. Personnel Psychology, 64(1), 266-269. doi:10.1111/j.1744-6570.2010.01208_2.x

Charlier, S., Brown, K., & Rynes, S. (2011, June). Teaching evidence-based management in MBA programs: what evidence is there? Academy of Management Learning & Education, 10(2), 222-236.

Daft, R. (2008). Organization theory and design (10th ed.). South-Western: Mason, OH, 2004.

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