1. Presented by
Celine Israel, Conrad Pereira, Edward Charfauros,
Kaonohi Borden, Kodi Womack, Tawnya Tanudra

2. AGENDA
 Decision Style (organization use)
 Strengths (decision style)
 Weaknesses (decision style)
 Preparation on how to present problems to organization
stakeholders (remaining sensitive to needs and
perspectives)

3.  What is persuasive?
 Simple to define, difficult to do, persuasive means influencing someone to accept
your message.
 Knowledge
 To know that you do not know is the best. To pretend to know when you do not
know is a disease.” ----- Lao Tzu
 Likability- - You will need your employees’ trust and loyalty---earn their
respect --- rather than their popular vote.
 Motivation and Purpose--An employee’s level of motivation is directly
correlated to the working relationship with his supervisor.
 Every good plan needs a road map, and a delegation outline
can do just that in getting your team where it needs to go

4. Persuasive Style
Weakness– developing a good rapport with your employees
encourages trust and loyalty.
Strength--- motivation and job satisfaction are tied directly to
the relationship with their supervisor. And happy employees
tend to be committed, enthusiastic, loyal, and eager to learn
and grow.
Showing your employees the vision is to give them a view
of what their efforts can create.

5.  Autocratic decision making – When a leader maintains total
control of a decision. The leader makes a decision based on
their information or perception of the situation.
 Strengths – Very fast decision, Accountability of the leader
for the outcome.
 Weakness – Morale is affected because if an employee is
affected by the decision’s outcome and did not contribute,
they will be critical of the manager.
 i.e. – A decision regarding patient meal deliveries should not be
made by one person due to the complexities of the process.

6.  Collective, Participative – When a leader involves the
members within the organization to take part in the decision
making process.
Strengths – Group participation and involvement which leads
to higher morale.
Weaknesses – Slow, time consuming process
i.e. – With regards to the preparation of patient meals a
consensus of available prep time according to the shift being
worked will result in the increased workload of an individual.

7.  Logical Decision-Making
 Strength
 The general ability to think before acting, seeking evidence prior
to deciding
 Weakness
 Is the tendency to lose touch of human emotions

8.  Problem with solution presentation to the organization’s
stakeholders (employees, customers, and community)
 In-person meeting with employees by managers
 Website announcement (official/unofficial)
 Formal letter
 Public announcement for customers
 Website (official)
 In-person in the restaurant (with sign postings)
 Community contact
 Formal letter to owners and city officials (as necessary)

9.  Logical Decision-Making
 Strengths:
 Goals are defined clearly
 Employees working towards same goal
 Weakness:
 Which goals are important?
 Process of execution to obtain goals

10.  Problem with solution to stakeholders:
 Management feedback
 Employee feedback
 Customer feedback

11.  Consensus Decision Making
 Members and stakeholders of the organization
must all agree and come to the same decision
 Strengths
 Collaborative involvement empowers
stakeholders to fully participate
 Increase communication and trust
 Foster greater group relationships
 Weaknesses
 Time constraints
 Group conflict/conformity

12.  Problem Statement Example for Stakeholders
 Identify stakeholders
 Executives
 Employees
 Community and public
 Explain the problem to stakeholders
 Identify the problem’s affect on each stakeholder
 Solicit input from stakeholders
 Explain how the proposed solution to the problem benefits
each stakeholder

13. Participative Decision-
Making
Logical Decision-Making
 Positives
 Data collection
 Ability to share data to
improve ratings
 Objective suggestions from
both sides
 Negatives
 Must collaborate to
determine necessary criteria
 Time consuming
 Final decision is determined
by the leader
 Positives
 Goals and duties outlined
 Feedback from all angles
 Consider every option
 Negatives
 Options may be limited
 Feedback may not be
biased
 Cognition omissions

14.  How to solve issues…
 Research
 Surveys
 Understand that…:
 Decision making is one of life’s most important skills
 You can improve your decision skills
 You can control only the decision process, not the outcome