Planned Community at Lake Saddleback Essays

Planned Community at Lake Saddleback Essays Planned Community at Lake Saddleback Essay Planned Community at Lake Saddleback Essay In this case its highly important to make the right decisions from the start. As I see it there are two possible ways to deal with this situation. Firstly (1), the project manager claims to have all the relevant information to handle the planning. If that is the case then he could simply put the plan together himself and then implement it. For this to be the most effective way the manager truly has to have all the relative information but also he has to have the respect and confidence of his subordinates to make a proper plan since they seem just as eager to finish on time as he does. Secondly (2), the manager could see the workers enthusiasm as a possibility for the making of good solutions and ideas. With that in mind the manager could decide to make the planning into a group effort, drawing from the ingenuity and knowledge of his staff. For this to be the most effective way, the manager has to have faith in the ability of his subordinateIn this case the manager is asking his subordinates to undertake a project under unusual and possibly difficult circumstances. As this consultancy firm is most likely based in the western world, the manager is asking his people to leave their comfort zones to conduct their business in a far-away land. It would be in his, the projects and the firms best interest to go with a group effort in order to find suitable candidates for this trip. In this way those who do not want to go are not forced and those with a special interest in the project are not shunned. The manager gets his since his team will consist only of people of interest and dedication whom wanted to be there in the first place; the project benefits since its getting the best possible manpower (given that enthusiastic people work harder) and finally the firm is better off since this way of manning the team left no damage to morale. With different cases it is normal to reach different conclusions as to how its best to solve a particular problem. With the first case the problem was a simple one; theres no fuss, just take an executive decision and run with it. Any time spent on consulting the staff would have been a waste since their opinions were spread and a solid conclusion would have been hard to come by. In the other two cases things got a bit more difficult. There you had big decision that demanded accuracy and good thinking. As described in case 2, any decision taken was depended on something else, whether it was the workers faith in their manager or the managers faith in his workers. These variables give room for at least two different ways of plan-making. With the third case, a hint of logic told you that working as a group would create a venue for those interested to volunteer and for others to back off. Rather than making the decision for them (and given that they all have similar attributes) this was the diplomatic way which left no toes trampled. These cases differ in scale; one being tiny and insignificant while two of them are big and important. What the outcome maybe tells us is that when dealing with bigger, tougher to handle tasks it is less likely that you have all the info and, subsequently, all the answers. When that is the case it is usually a wiser strategy to consult co-workers, subordinates, bosses, specialists etc. In those lighter cases where consulting has no value adding purpose and mostly just wastes time, it may be better to simply grab the torch and run with it.