b. Step 2: Examine the difficulties that are existing in the situation (Chapter 9 Power Point, 2015). In this step, the administrator has to classify the problem and two main mistakes to get the facts.
c. Step 3: Come up with a criteria that gives a satisfactory outcome. In this step the administrator has to identify what is good, the musts and the wants, the conditions existing and the minimum aims to achieve (Chapter 9 Power Point, 2015).
d. Step 4: Come up with an action plan or strategy. In this stage it is important for the administrator not to make an ineffective decisions. It is also important not to make decisions that others are likely to make.
In my opinion, administrators must satisfice because when they optimize, the solution to the problem that they identify does not necessarily provide a feasible solution. Hence, the administrator has to satisfice and come up with the problem to satisfice.
Yes, the garbage-can model is useful despite its name. Under this model, one knows that they have made the right decision when the solution matches with the problem at hand. Administrators also have the chance of scanning the problems and opportunities that help in their job (Chapter 9 Power Point, 2015). The only problem is that the model operates on the assumption that decisions are reliant on the chances that occur and not on choices the administrator makes.
Values are a part of decision-making because they are the key to motivating a person. When a person is motivated and not stressed, it becomes easier to make the right decisions which people can use in attaching their meaning and importance to things (Hellriegel, 2008). I would use my values to negotiate or use persuasion before arriving into final decisions. I would use my positive personal values to determine the outcomes that I set for myself and the decisions I would make to achieve these outcomes.
The other issue is whether the