To be able to reach a decision in the face of incomplete information and to formulate and implement a decision plan in the fact of conflict. Provide a measure of success and congruency between desired strategy and what actually takes place. Recognize both the difficulties and importance of effective communication among staff members, and between management and staff. Better define one's own personal leadership style and to appreciate how a variety of styles can be effective in the same organization. It includes at least two major areas, the decision making process and decision making context.
Decision making process includes both general process structures and specific tools to be utilized.
Context includes operational decisions that relate to organizational strategy and core competencies, and the implications of specific decisions on the overall organization. The general organizational context of the course is managing care through integrated systems. Attention is given to specific decisions within the context of contemporary health organizations and systems. A distinction is made between making decisions and carrying out decisions. Both are problematic, but managers should understand they need to both make decisions and create a climate and build the necessary skills to support the many secondary decisions that are necessary to carry out the intentions of the original decision.