Reflection on Evidence Based Management

observance on Evidence found directionAs the worlds t totally toldest peak, Mount Eve counterpoise is natural wonder that many a nonher(prenominal) people attempt to conquer. However, successfully ascending and descending Mt. Everest requires a meticulous amount of planning, organising and ongoing finish devising. In auberge to emulate the planning and terminations that actual climbers puzzle, hosts of five students furcateicipated in a Web- found simulated climb of Mt. Everest, with every member being delegate diametrical objectives to complete. As the police squad ups marathoner, my main goals was to die the peak without being rescued. I was also depute the role to telephone temperature ranges at each decisiveness point. Unfortunately, only 11% of my goals were achieved. During my experience, the Mt. Everest Simulation gave participants an immersive opportunity to acquire an enhanced sense of the impacts of decision making, organising and planning.Section 2 thi nk and Controlling2.1 Description of business/ get laidDue to an input defect in the decision making process, I accidentally climbed to the fourth camp when I was supposed to rest at camp 3. This resulted in my health as the marathoner to cast off and I was eventually rescued during the pretending on decision 6. This caused many of the ag multitude attracters and my own goals to be rendered invalid. This input error indicates a lose of concurrent and feed forward run mechanisms in our decision making. Additionally, the group did not realise that every member boldnessworthy different in runation with each decision round. The fragmented information included an clause on altitude sickness, weather pattern data and wind upper berth charts. If these information choices were used to the fullest potential, temperatures could suck in been predicted more than accurately and group decisions could have had better outcomes from improved aw beness of risks. Consequently, this would have improved individual rack up and in extension the overall score.2.2 Management search evidence tally to the research of V. Daniel (2000), firms that differ from traditional manufacturing firms much(prenominal) as those in the re-manufacturing intentness requires far more complex planning and take for in outturn activities. Re-manufacturing is a form of product recovery that emphasises value-adding products as opposed to near recovery of materials (ie. recycling). As such, the static nature of stochastic returns, return and pauperism rate imbalances and returned products with unknown conditions require careful planning and take inling in the remanufacturing processes (Daniel 2000). The article outlines that in a particular firm, before anything is done with received product, they are routinely assessed with a garb of criteria (relating to product durability and functionality) to calculate re-manufacturability. The standardised criteria greatly armed services firms es tablish better product control and predict variable costs. Generally, a re-manufacturing facility go away be composed of triple sub-sections which are disassembly, impact and assembly. dismantlement is where product information is disseminated, which then determines the openhearted of processing the product will undergo in the next step. The processing system is a generalised production area made up of smaller niche workstations, which allows flexibility in processing capacity. Due to full(prenominal) variability in times in the processing step, scheduling parturiency allocations times in products discount be done with simple rule-of-thumb techniques (Daniel 2000, p. 470).In another case of evidence, Hodgson (2004) dig intos the impacts of bureaucracy in post-bureaucratic organisations base on verifiable work conducted in the IT department of Buzzbank, a UK telephone bank. In order to adapt to the environment of a post-bureaucratic social system, project foc employ has been suggested as a solution. Project way is a process or set of processes that shake up planning, organising and controlling organisational resources to achieve goals within predefined limits (ie. time constraints). Project management is accomplished with the aim of sightling discontinuous work, expert labour and continuous and freakish change in a post-bureaucratic setting while providing the same levels of control and reliability of traditional bureaucracy (Hodgson, 2004, p. 81). The study showed that attempts to introduce bureaucratic controls into a thoroughly affluent post-bureaucratic structured organisation was met by uncompromising attitudes and sometimes heavy resistance. It is worth mentioning that the decision to introduce bureaucratic systems indicates managements recognition of and chemical re process to the risks that are inherent in post-bureaucratic work like the dangers of devolved control and inordinateness autonomy in the workplace (Hodgson, 2004, p. 97).2 .3 Application of evidence to line of work/issueThe main problem identified with the planning and control aspect of the simulation was the input error and the loss of composure in the decisions that followed. The evidence self-possessed from the re-manufacturing industry can be applied to the Mt. Everest simulation in that some(prenominal) contain wide-ranging outcomes. Climbing Mt. Everest involves a multitude of crucial variables such as health (physical and mental), available supplies (oxygen, food, medication, communication etc) and external factors such as temperature. Like the re-manufacturing process, planning criteria for certain situations in the form of contingency plans is snappy for raising the success rate of reaching the summit of Mt Everest. The structure of teams and decision making in the simulation is comparable to that of the re-manufacturing entree (disassembly, processing, assembly). Disassembly is present in the simulation where information is provided to each player later on every decision round in the form of feedback controls. The processing part of the simulation can be seen in how each member is assigned a specific niche role while the group as a whole is equipped to adapt to varying circumstances. For example, if the group is together, the medico can administer medication to the marathoner should they experience an asthma attack. Therefore, the pick out to succeeding in the Mt. Everest climb is to keep the team together quite than separating at camps to keep group synergy, survivability and adaptability to its maximum potential. The downside to this, however, is that this would be a intemperate feat to accomplish due to time constraints plus the requirement of foregoing several goals of some team members.Hodgsons work can likewise be applied to the Mt. Everest simulation in that a post-bureaucratic organisation shares some similarities with the group structure of the teams. Facets of post bureaucracy include placing empha sis on the teams missions, smooth-spoken/flexible decision making processes, high need for internal trust and expectations of change. A project management style approach to control may help the groups surgery as it facilitates post-bureaucratic characteristics yet maintains some control and reliability, which was state earlier as lacking in some aspect. Although this course of action may reduce errors, introducing bureaucratic style controls to a team of mostly autonomous individuals may cause backlash. This inner conflict resulting from implementing extra control processes is likely to cause team performance to decrease, so perhaps it would help the team more if control levels remain the same.Section 3 lead3.1 Description of problem/issueFor our team, we took a substitutes for leadinghip approach. During our simulation, the team leader was not responsible for all aspects of the decision making process all members had active roles in determining what actions the team should take. In this case, the lead problem is dependent on whether or not the climb is done in the simulation or out in the field. For the simulation the input error from section 2.1 was purely a technical fault and is not vocalization of real life situations. In any case, the input error was tall(a) caused by any leadership related faults in the simulation. After the err however, there was a loss of composure and motivation in team members with an emphasis on finishing the simulation more quickly, which seems to indicate deficiencies in transformational and empowering leadership.3.2 Management research evidenceIn management teams, there is curtilage to believe that the intersecting roles of companionship share-out and team efficacy are directly related to the link between empowering leadership and team performance. Based on research by Srivastava, Bartol and Locke (2006), where 102 hotel management teams were surveyed, there is a commanding correlation between empowering leaders hip to both knowledge sharing and team efficacy which supplement performance levels. Empowering leadership is characterised by a set of behaviours dictated by the distribution of power amongst a team with the nominate of raising motivation. Empowering leaders exhibit characteristic behaviour in the form of leading by example, participative decision making, coaching, informing, and showing concern (Srivastava, Bartol Locke, 2006, p. 1240). As a component of empowering leadership, knowledge sharing (sharing of task relevant ideas, information and suggestions) is of live importance in a team environment as it allows cognitive resources to be fully utilised. Conceptually, the various behaviours of empowering leadership will raise quash efficacy. For instance, participative decision making gives subordinates active input roles that enables higher learning and expertness experience, thus improving efficacy (Srivastava, Bartol Locke, 2006, p. 1240).In another survey, Dong and Avolio (2000) examine transformational and transactional leadership in relation to the effects of trust and value congruousness on follower performance. Using a sample of 194 students with varying conditions of transformational and transactional leadership, the data-establish study established the theory that both direct and indirect effects affect performance as a result of transformational leadership conveyed by individuals trust and value congruity. Alternatively, transactional leadership only had indirect effects on subordinate results when conveyed by individuals trust and value congruence. The study argued that the influence of the leaders vision is especially powerful when it is congruent in their followers in-person values. It is suggested that internalising a transformational leaders values in their adherents values results in affix value congruence and willingness to commit to the vision and mission of leaders. In the study, transformational leadership notably had a strong po sitive effect on performance quality and conversely had a strong negative on quantity (Jung Avolio, 2000, p. 960).3.3 Application of evidence to problem/issueAlthough communication was effective in that all members were given opportunities to voice an opinion, there could have been more traits of transactional leaders in the group. With a more structured and task oriented approach to decision making, mistakes such as those mentioned in section 2.1 could have been prevented. The research by Dong and Avolio (2000) however, argues that transformational leadership will improve team results by directly and indirectly through trust and value congruence. When value congruence, which is the level of homogeneousness between an individual and a larger bodys values, is made logical among team members there should be an enhanced motivation to accomplish team goals. The simulations team goals, which are mostly synonymous with those of the team leader (All members reach the summit, no one gets rescued etc), can represent value congruence in the context of this simulation. Therefore, if the team leader took a transformational approach where all team members standardised their values to the leader there would be an increase in team motivation and commitment to the goal at hand and performance quality, thereby improving the potential for better decision outputs.Similarly, empowering leadership is directly related to the teams performance through making progressions in knowledge sharing and team efficacy. The group lacked some skill with knowledge sharing as not all the data was distributed to the group in its entirety. This can be attributed to the groups lack of experience in these activities the team leader was but as inexperienced as the other members. If team members had more experience and practice in activities such as the Mt. Everest simulation, it would enable all group members to develop characteristics of empowering leadership (ie. leading by example for a sligh t experienced group member). With this in mind, the teams knowledge sharing capacity will increase which will lead to an increased ability to accomplish team goals. Improved team efficacy, which can vary greatly in effect, may include reducing individual errors during given tasks.Section 4 Reflection on Evidence Based Management4.1 Thoughts about Evidence- Based ManagementAccording to Rouseaus study (2007), evidence found management is the use of the silk hat available scientific research to make informed managerial decisions and pull ahead better or more efficient organisational practices. From this, it is inferred that evidence ground management is simply taking a rational approach to managing given that the resource evidence is accessible. It is difficult to believe that this way of persuasion about management has only been brought up in recent years. Research evidence has been estimable successfully in fields such as medicine, education, policing and psychology. According t o J Pfeffer and RI Sutton (2006), Evidence based management can be split into a multi step process of demanding evidence, acquiring, appraising and aggregating said evidence, applying evidence to decisions and reinforcing continuous learning. I think that this step-by-step process can simplify and organise the information that can be used to deliberate on a decision, allowing sudden and efficient action.4.2 Evidence Based Management in future chargeIf I were to pursue a career in management, an evidence based management approach would help greatly against issues in the trade. As I lack any real experience in a managing position, using an evidence based approach to management would allow me to augment my skills in the eyes of others and perhaps set myself apart from others who also share my lack of experience. Evidence based management represents a logical way of thinking about decision making that is justified by accepted facts, so there is no reason not to implement an evidence b ased approach in management fields. The only reason I competency not pursue an evidence based approach is if I had executive director role in a decision (ie. senior manager). Evidence based research levels out hierarchical powers, allowing anyone to match or surpass the decision making efficacy of those with experience with fact and evidence, thus removing the distinguishing power a leading representative might have had previously. The application of evidence based management also depends on the situation and research that it concerns. The evidence suggested may come in the way of the organisations or my own interests, making it more suitable to disregard the evidence supported course of action. Purely as a surplus maximiser, I would certainly use an evidence based management approach to resolve issues as long as it does not contradict my personal agendas.Bibliography/Reference ListDaniel, V, 2000. Production planning and control for remanufacturing industry practice and research needs, Journal of Operations Management, tidy sum 18 (Issue 4), pp. 467-483.Hodgson, D.E, 2004, Project Work The Legacy of Bureaucratic Control in the Post-Bureaucratic Organization, Organization, ledger 11 (Issue 1), pp. 81-100.Jung, D.I Avolio, B.J, 2000. Opening the Black Box An Experimental Investigation of the Mediating set up of Trust and Value Congruence on Transformational and Transactional Leadership, Journal of Organizational Behavior, meretriciousness 21 (Issue 8), pp. 949 964.Pfeffer, J Sutton, RI, 2006. Evidence-Based Management, Harvard business review, N.a (N.a), pp. 1-14.Rousseau, D.M Mccarthy, S, 2007. Educating Managers From an Evidence-Based Perspective, Academy of Management Learning Education, Volume 6 (Issue 1), pp. 84-01.Srivastava, A, Bartol, K.M Locke, E.A, 2006. Empowering Leadership in Management Teams Effects on familiarity Sharing, Efficacy, and Performance, Academy of Management Journal, Volume 9 (Issue 6), pp. 1239 1259.Wright, A, 2014, Lec ture 2 Planning and Controlling, PowerPoint slides, University of Queensland, Brisbane.Wright, A, 2014, Lecture 3 Leading in Organisations, PowerPoint slides, University of Queensland, Brisbane.mgts1301 Introduction to ManagementPage 1