ASPECTS OF TOTAL QUALITY MANAGEMENT APPLIED IN ...

Annals of the University “Constantin Brâncuşi”of Tg-Jiu, No. 1/2008, Volume 2,
ISSN: 1842-4856
STARTING AND SUSTAINING DECISION MANAGEMENT
IMPROVEMENT EFFORTS
Liviu Neamţu – senior lecturer“
Constantin Brâncuşi” University, Tg-Jiu, Romania
Adina Claudia Neamţu - professor
“Constantin Brâncuşi” University, Tg-Jiu, Romania
ABSTRACT: La décision stratégique dépend de nombreux facteurs qui on peut absolument déterminé la qualité de
cette décision, avec des influences sur les actions déployées au niveau d’organisation. Ces facteurs on peut devenir des
facteurs négatifs où positifs au long du procès de la formulation du décision et plu tard en procès de l’intégration de
cette décision par des actions concrètes. Ça c’est la motivation pour qu’ils faut connais les principaux catégories des
facteurs qu’ils doit gestionnés dans ce procès. La collaboration et la formalisation de la décision on représente les plus
efficients voies d’optimiser la décision a partir des nombreux restrictions qu’on peut exister qu parcours de cet procès.
Decision in life’s companies
The improuvement of decision process is replayed thousands of times every week, in every context
where people learn a new set of insights or methods and then seek to apply them in their everyday
situations. Whether the concern is corporate strategy or aerobic exercise, it seems to be the rule
rather than the exception that vows to follow through come to naught.
We explain in this study how well or poorly a company fares in the marketplace rests squarely on
how well the people in the company decide. The quality of decision making in a company is not an
accident; it is a direct consequence of the leaders' decision management actions, whether deliberate
or inadvertent. Success decision is based on anticipation of all situations that will erode and
backsliding decision making. This study gives some ideas for how to keep that from happening.
Contributors to backsliding
There are five major culprits:
1. Urgency. Often new efforts get lost in the urgency of every
day events, crises that simply have to be dealt with right then and there: "There was just never a
convenient time to try out the ideas. Everybody-me, especially, it seems was overworked as it was,
dealing with all the budget cuts and reorganizations that seem to be a way of life around here."
2. Forgetting. The forgetting culprit is especially powerful because it rules out even the possibility
of new ideas being used, once they are lost from memory, it is as if they never existed: "For the first
couple of weeks, I thought about decision management stuff all the time. Eventually, after being
away from them for so long, it rarely occurred to me to apply the new techniques, and when it did, I
couldn't remember how things were supposed to go."
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