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The sun was down. Lanka stood beneath the gleaming stars. Lanka was Lord Brahma's passion paradise. It was made by Viswakarma's maya, and it used to be the capital city of Kubera. Ravana, the emperor, won a big battle in which more than ten million Yakshas of Kubera were killed or captured. In front of Hanuman, it throbs with enchantment, life, bliss, and ecstasy. It was like a jewel on a mountain, with architectural details that could not be compared.

Women are the form, and women are the soul of creation. Viswakarma aptly designed the city in the form of love—in the form of a beautiful woman.

By now, the moon was up. Hanuman could clearly see a 300-foot statue of Lord Shiva that glowed under the moonlight with divinity amongst the seven forts. He could also see the torch of victory, the eternal flame. He could also see the huge Puspaka Vimana that can evacuate the entire city of Lanka. Hanuman could hear the Mantrikas' ear-splitting laughter and see the divine warriors, who were born in sacrifice pits, patrolling. Hanuman knew about the visible barriers, so he decided to shrink down to the size of an ant so that no one could see him.

The name Lankini made enemies shiver in their thighs. She was the chief guardian of the city and preserver of the kingdom. Her presence afforded undaunted exuberance and freedom to the island's inmates. She was relentless, sleepless, and demonic. The thousand eyes of Lankini floated everywhere, be it day or night, in the form of an enigmatic radiance that encircled the fort. One of her eyes caught the sight of Hanuman.

"A monkey with a mace!" What a ridiculous presence! Anyway, what is up to here?"

She appeared before Hanuman, who was trying to sneak through the gate in his ant-sized form.

She thundered at him, "You monkey from the northern hills! "How dare you touch our soil?" "Get lost before Lankini turns you into dust."

Hanuman tried to reason with her.

"O great Lankini! the great guardian of this mighty kingdom! Trust me! I mean no harm! "Let me in for a while, and I will go away soon!"

Lankini was furious this time.

"How dare you?! You have guts! You spoke to me! The stars are good because you are still alive! Out! just in case I change my mind!

Sometimes you become Lankini too, don't you? You make your decision all of a sudden, without understanding your situation or the trouble it may lead you into. Decision-making skills are useful if you want to make rational decisions, live a successful life, and make good progress in your career. Managers spend a significant part of their time making decisions and solving problems. It’s important that they use an effective way of doing so, especially for significant issues. Some decisions may be well-planned and can be solved using standard operating procedures or a quantitative method called "programmed decisions." Some problems may not be well-defined, may be unique, and may need a lot of experience, creativity, and judgment to solve. These are called "unprogrammed decisions." Some may be a mixture of both. Although the ability to think is a core management competence, the majority of managers get very little formal training to do so. Managers may sometimes be asked to lead a business project, which puts a lot of stress on their ability to make decisions and solve problems. Most people fail to make sound decisions because they do not know how to think in a systematic way. They often don't get enough information, don't come up with and weigh different options, and rely too much on their experience and gut feelings.

The decision-making process consists of the following steps:

The most important thing to do when solving a problem is to begin. Before you can make a decision and solve a problem, it must be clearly stated and defined. Determine the true problem or problems and issues you're dealing with. Do not confuse the symptoms with the problem. For example, an influenza virus causes a headache, sore throat, sneezing, tiredness, perspiration, and aching joints. These are all symptoms; the action of the virus is the problem. However, identifying the symptoms may help identify and solve the problem. In medicine, many health problems are initially misdiagnosed and treated inappropriately. What is the problem? In very simple terms, it is the difference between an actual situation and some desired state. The difference between where you are now and where you want to be is the difference in problem identification. Implement appropriate strategies to fill the gap. Another perspective on a problem is to say that it is some undesirable situation that needs to be resolved. The first step in the identification process is to understand the existing situation. The second step is to compare this with the desired state. Remember, you are likely to be faced with more than one problem. In a business setting, a position audit based on the eight Ms may help you find the main problem categories in a complete way. This addresses the question, "Where are you now, and what have you got?" In other words, what resources are currently at your disposal? The eight Ms are manpower, money, materials, machines, management, management's structure and culture, marketing, and management information systems. State the problem precisely. Write down the problem so that it can be thought about, talked about, and thought about. All problems are not of equal importance. Sort the list of problems by which ones will pay off the most if they are solved. Problems are usually interlinked and affect each other in a complex, multifaceted manner. Ask yourself: What is the problem (or problems)? Where does it occur? When does it occur? How does it occur? Whose problem is it? Why does it occur? What are the reasons for the problem? How can the problem be overcome? Corporate problems may be caused at the departmental or line level by poor performance or standards in planning, leadership, motivation, control, communication, coordination, objective setting, time management, delegation, personality clashes, interdepartmental conflicts, company politics, discipline, and many more. Remember, a problem well stated is halfway to being solved. This is also known as a fish bone diagram. It is used to help figure out what is causing a problem and how to fix it. Factors directly causing the problem are shown as ribs on the spine. Sub-factors contributing to each main factor are shown as sub-ribs joining the main ribs. These diagrams are typically used to determine the failure of processes, such as why a machine breaks down frequently, or why quality defects are unacceptably high. They can be used to analyze the reasons for human relations' problems. But there may be times when not all of the headings are useful or when more headings that fit the situation are needed. Care must be taken, of course, only to add ribs that are broad areas of cause.

Lankini tried to resolve it differently.

"You! Ant! You call me names! I will finish you!

With these words, Lankini thumped her weapon on the ground. It made the ground crack, but Hanuman leaped to the other side.

"Humgh! So much show and so little substance! And so little for a first try?

A thought irritated Lankini. Lord Brahma made her the guardian of Lanka, but before he left, Lankini asked her how she would know that Lanka's end was near. Brahma replied that the person who will end her life will also bring doom to the kingdom of Lanka.

"By Brahma! This can't be a monkey! Freeze! I command! "Who are you?"

"Try and know yourself."

For Lankini, his silence and blank stare were a rebuke she had never seen before! Her fiery weapon, diamond-hard darts, falls upon Hanuman. As soon as it hit Hanuman, her weapon bit the dust, but more than that, her vanity was scattered into pieces.

You don't make a similar mistake. Focus on the facts appropriate to the solution of the questions raised. Ask yourself: What facts do I have? What facts do I not have? What additional facts do I need to solve the problem and make the decision? How much will it cost to learn these facts? How urgent is the decision? Can I afford to wait for these facts? In practice, most decisions are made quickly using heuristics with incomplete information. Recording and gathering facts is very time-consuming and expensive. Most decisions, unless the implications are very significant, are not worth the effort involved. At some point, you must make a decision and decide to stop gathering information. Clarify in your own mind the objectives and purpose of the exercise. There is a danger that the fact-collection process becomes an end in itself rather than a means to an end. Ask yourself: Why am I collecting these facts? "Are these facts relevant and needed to achieve my purpose?" You must be able to distinguish relevant from irrelevant data. This calls for considerable judgment and experience. Always devise the best, most efficient, and most economical way of collecting the facts. A business is an open system and is, of course, part of several bigger systems. It exists in a dynamic world with continuous feedback and learns from its environment. A business is composed of systems. A system has inputs, throughputs, and outputs with repeated cycles. In a manufacturing business, the inputs are manpower, materials, and machines. The throughput is the manufacturing process, and the output is the finished product. In the same way, an office could also be thought of as a system with its own inputs, outputs, and throughputs. The office itself is a subsystem of the business. The systems within the office are only subsystems of larger systems. They all connect and impinge on other systems. When thinking about a problem in an office setting, keep in mind that it is part of a complex system that includes not only an administration with its own inputs, outputs, and throughputs but also other systems (like human relations, IT, etc.) that affect it. One can quantify the inputs, study the throughput processes and methods, and see what the final product or service is. Systems should be studied from start to finish and followed through all their stages. When a system is modified, the effects on interconnected systems must be considered. This is what a total system perspective entails. Interviewing, observing, and consulting with staff is a good way of collecting data and finding out what is going on in a business. When recording information from interviews, remember that things are not always what they appear to be. Determining what is actually going on is not easy. There are in fact four different perspectives and interpretations of the "actual situation." Verify it through direct observation over an appropriate time period using flowcharting. The system is not necessarily what the office manager says it is. The manager may be twice removed from the actual work done and therefore is not speaking from direct, hands-on work experience. In all probability, the administrator doing the work will tell you not what they actually do but what they think you want to hear. Procedure manuals and standing instructions are what is supposed to happen, but of course these can also be wrong. In addition, they are often out of date. Keep the highest standards of fairness, honesty, and objectivity when you interview staff to win their trust. Develop good listening skills and be aware of the barriers to effective listening. People who do the job are the most knowledgeable about it. Before an interview, plan carefully how you are going to conduct it and what topics you will cover. Questionnaires and checklists, carefully designed in advance, optimize information gathering during the interview. Assume that people are busy and don’t really want to see you, so pay them the respect and courtesy of being efficient and methodical in your interview approach and avoid wasting their time. Recording methods, like learning maps and flowcharts, can be very helpful for getting information. When gathering statistical information, you should always make data collection sheets, as these will speed up the process a lot. It will also make the job of sorting, analyzing, interpreting, and classifying data later on much easier. The analysis and synthesis of data are part of the process of collecting information. There is a planned way to look at the purpose, person, place, order, and means when analyzing data. These groups will help you look at the problem more thoroughly, allowing you to make better decisions and solve problems. Think of other ways to solve problems, but also think about "doing nothing" (sometimes problems go away and solve themselves as time passes). This is the creative stage of the problem-solving sequence. For organizations to be creative, they need to have a supportive and flexible culture where mistakes are seen as a valuable part of learning. Some problems may require a paradigm shift to be solved. To find a solution, you may need to go in a different direction, make new connections and associations, or even see strange patterns and links. One source of inspiration should be the manager’s intuition and experience. Brainstorming and lateral thinking are well-known group methods for producing original ideas. Use a learning map to put your ideas on paper and to show the relationships and interrelationships between different ideas. Developing alternatives will help you identify these great opportunities. When improving existing methods or developing new methods, consider:

1. Elimination: Is the operation really necessary? On investigation and reflection, it may be possible to eliminate all or part of it. Eliminate unnecessary forms, operations, procedures, and systems.
2. Combination: It may be possible to combine certain operations. Slight adjustments or modifications may yield sizeable savings. Combine forms, operations, procedures, and systems.
3. Change: Resistance is the first reaction when changes are proposed to long- established practices. The stock answer is, ‘We have always done it this way." Rearrange and change the sequence to eliminate peaks and troughs of work, thereby optimizing the deployment of staff and resources.
4. Simplification: There is always an easier way. Consider simplification in relation to product design, quality, materials used, and the type of operator needed. Simplify forms, operations, procedures, methods, and systems.

There are tried-and-true standard procedures, techniques, and models in fields like financial and management accounting, management, operations, organizational behavior, economics, strategic planning, and marketing that help solve problems and make decisions. For example, in marketing, consider the product life cycle and Ansoff’s matrix. Also think about positioning, segmentation, the marketing mix, and pricing strategies for the different stages of the product's life cycle. Planning, time management, delegation, improving the span of control, reducing the number of levels in the hierarchy, building teams, giving people more power, improving and simplifying methods and controls, training and development, and so on are all important parts of management and organizational behavior. In finance and management accounting, there is cash flow accounting, cost benefit analysis, budgetary control, zero-based budgeting, break-even analysis, marginal costing, variance analysis, ratio analysis, and investment appraisal. In strategic management, consider SWOT analysis, PEST analysis, position audits, organic growth, and growth by acquisition. Other strategies include joint ventures, franchising, divestment, corporate venturing, and management buyouts. These methods show that there are both customized ways to solve many management problems and standard ways to help people make decisions. You just need to be aware that they exist, and know where to look and whom to ask for advice. Most likely, management consultants, organization development consultants, IT consultants, or functional specialists will be the ones to provide the information.

Being aware of the strengths and weaknesses of heuristics will put you in a stronger position to make better decisions. These mental shortcuts help us make fast and efficient decisions for everyday issues where speed is of the essence, using our intuition, expertise, and experience. However, heuristics (rule of thumb strategies) are not always right, but they do help us make decisions in situations of uncertainty with insufficient information and time for a thorough analysis. If you tried to analyze every situation thoroughly, you would never get anything done. Sometimes speed is of the essence when we want to exploit opportunities that may never arise again. Still, we tend to think that we always make decisions based on what's best rather than what our emotions are telling us.

Hanuman's behavior only enraged Lankini. Hanuman's form was small, but his posture sent cold shivers down her spine. She began to spit torrents of fire and fury at him. Hanuman stood just as before, staring at her.

"Centuries of my dominance, laurels of my conquests, and my very presence do not seem to harm a hair!" He surpasses me! What is he made up of? "Who can he be?"

Fear engulfs her in a cold sweat. Again, Lord Brahma's voice rings in her ear.

"Is it my memory?" Or is it Brahma's will? that when my days are numbered, the doom of Lanka is nearer! Did I hear anything? O God! It can't be! Is this form! This ridiculous form is going to destroy my image! Regardless of whether they want it or not! I will not let this creature tamper with my name!

Hanuman stands there, watching, his face brighter than before.

Instead of doing all this fighting with your problem, you can use the SPACECAR framework.

1. Social proof: We don’t like to be different from our peers. We like to fit in with the crowd. Social proof is a powerful psychological phenomenon that makes people conform and follow conventional behavior. We tend to conform due to a fear of rejection and social isolation. We think anything that experts use is desirable because we think they know more than us. We buy products endorsed by famous people because we want to look and feel like them. We trust user reports because they have experienced the product, which we haven’t. We are encouraged by four- and five-star reviews of products, restaurants, and hotel accommodations. If thousands have adopted the product, it suggests that they couldn’t be all wrong. Psychologists and social scientists have identified factors enhancing the effect of social proof. These are uncertainty, similarity, attractiveness, and sensibility. Uncertainty suggests that ambiguity and doubt enhance the effect of social proof. In modern life, we are confronted with lots of choices and confused by over choice. This makes decision-making difficult, increasing the likelihood that we will consult with others when making choices. Similarity suggests that we are more likely to copy the behavior of others we consider similar to us.
2. Priming: Something that we experienced previously affects how we react subsequently. Related words and images will often trigger, in our minds, conceptually associated words and images. Priming occurs without our conscious awareness, through the way our subconscious mind influences behavior. Nevertheless, it can have major consequences for our everyday lives. The word "yellow" is likely to evoke an image of sunshine or a "banana" rather than something unrelated like television. Similarly, the word "nurse" is likely to evoke other medical images such as "doctor" and "hospital." These are examples of semantic priming. Priming has real world applications like encouraging people to buy or as a learning and study aid. The smell of baking bread in a supermarket can prime customers to buy bread or confectionary. The smell of various foods cooking, increases people’s thoughts about eating. The smell of new cars in the showrooms is an added incentive to buy one, and may have been subtly engineered by the seller to increase desire. Music and songs can be used to induce feelings of patriotism, happiness, sadness, relaxation, or pride. A brand name associated with quality and prestige can encourage us to buy a product. Once information is primed in memory, it can be retrieved effortlessly. Feeling thirsty on a hot summer day can prime us to seek out ice cream, soda, or a coke to quench our thirst. Priming for learning can be done by previewing information before the actual lesson event. The availability bias helps people make quick decisions, avoiding the laborious and time-consuming checking of facts and analysis, but increases the likelihood that decision-making will be flawed. This is why companies spend considerable sums of money building brands to maintain awareness and recognition. They know that branding creates a sense of uniqueness, confidence, trust, and reliability in the minds of customers.
3. Availability bias: We give too much weight to information which comes easily to mind, rather than other information which may be more beneficial and relevant to making a sound decision. We feel that things that come more readily to mind are more representative to us than is actually the case. This heuristic is the reason why most people are swayed by a single, vivid story than by a large body of statistical evidence. Stories ignite imaginations while statistics bore people to death. People incorrectly believe that homicides are more common than suicides, when the opposite is true, due to their visibility in the media compared to suicides. In some cultures, suicide is still a taboo subject. The availability bias helps people make quick decisions, avoiding the laborious time-consuming checking of facts and analysis, but increases the likelihood that decision-making will be flawed. This is why companies spend considerable sums of money in building brands to maintain awareness and recognition. They know that branding creates a sense of uniqueness, confidence, trust, and reliability in the minds of customers. We remember more easily things we personally observed rather than things we just heard about.?
4. Confirmation bias: We tend to make decisions that confirm our own perceptions, views, opinions, and prejudices. We even pick and choose statistics to support our beliefs, contrary to the overall data supporting an opposite view. Just think of the people who don’t believe global warming is true despite the scientific evidence. People tend to be fiercely self-opinionated, suggesting that confirmation bias is a potentially serious problem when you need to make a decision supported by statistics. For example, imagine that you think that left-handed people are more creative than right-handed people. This viewpoint is confirmed anytime you meet a creative left-handed person. Once we form a view, we are inclined to embrace information confirming it while ignoring information contradicting it. Confirmation bias suggests that we don’t see things objectively but are strongly influenced by our preconceived notions. We pick and choose those bits of data that make us feel good about ourselves, confirming our prejudices. This is why it is so difficult to change people’s opinions. In addition, we may be strongly influenced by our peers' opinions when it comes to making decisions. This phenomenon is known as "group think." In sum, we tend to believe what we want to believe irrespective of our common sense, better judgment, and evidence to the contrary. Being aware of confirmation bias and group think is a useful thing to know when undertaking decisions, so that you are aware of your prejudices. Confirmation bias may help us form and reinforce stereotypes we have about people.
5. Ease and habit: We do what requires the least physical and psychological effort because it becomes a habit and saves time and effort. People tend to stick with their favorite brand despite knowing that there are similar alternatives available that are just as good and cheaper. We fear the unknown and like the comfort of familiarity and routine. Inertia describes a similar trait. For example, countries where people need to intentionally opt out of organ donation have registration levels close to 100% by default, while those with opt-in registration typically have levels below 20%. This is a system of presumed consent whereby individuals are automatically registered as donors unless they explicitly opt out. For example, Wales has a system that says people who have not recorded an organ donation decision on the NHS donation form have no objection to donating their organs. Similarly, people are reluctant to change accounts even when it is advantageous to do so. This is why banks target students with attractive loans if they set up an account with them, because they are almost certain that they will remain lifelong loyal customers. Similarly, customers of energy suppliers, broadband and telephone services, and other utilities are reluctant to switch, even when it would save them money to do so. They continue to pay the "default" tariff, which might be much higher than one they could switch to with another supplier.
6. Cognitive dissonance: Cognitive dissonance can be defined as the internal mental conflict and angst that people experience when they encounter information that differs from their thoughts, attitudes, values, and beliefs. People do not feel comfortable with mental conflict. It took centuries and a vast marketing and advertising budget before smoking became a socially acceptable habit. It was only during the last few decades that smoking became known as a major cause of disease and people became concerned about its adverse effects on health. Various policies by governments to discourage the habit of smoking proved fruitless. However, studies by economists show that increases in the price of cigarettes, driven by higher taxes, reduce smoking. Several studies showed that price increases due to taxes were particularly effective in discouraging the young from smoking. Other studies suggested that passive smoking was damaging to the health of non-smokers, lending support to the reasons why smoking should be actively discouraged. With this information available, governments now had an effective way of dissuading people from smoking and, at the same time, raising substantial revenue, while simultaneously improving public health. The objective of all these policies was to show that smoking was no longer desirable and socially acceptable, and even make the addictive habit inconvenient, shameful, embarrassing, uncomfortable, and socially abnormal, as well as a danger to our health and others'. After all, there is a certain stigma attached when you are only allowed to smoke in certain restricted areas, mainly outdoors. Smoking outdoors is not conducive when the weather is miserable. Because of these restrictions and inconveniences, many smokers have quit. So, these restrictions seem to be working in developed countries by reducing the overall demand for smoking, while underdeveloped countries have been targeted by tobacco companies to take up the slack in demand.
7. Attention: Our ability to focus is limited; we focus on some things while ignoring others. Humans filter out almost everything that is going on around them, as otherwise we would suffer from information overload or cognitive overload. We sometimes fail to see something even when it is directly in our line of vision. The marketing profession knows how to attract our attention to increase sales. They achieve this through advertising and persuasion using good design, color, images, graphics, movement, unique text, and attractive messages. For example, the shape of the Toblerone chocolate bar gives this well-known product its distinctive appeal. Similarly, the unique shape of the Coca Cola bottle attracts people's attention. Unique designs make cars stand out and be noticed. Special logos help to identify the product and make it unique and outstanding in the eyes of customers. Marketing people and graphic designers know that color plays a significant role in attracting customers to make purchases. Specific colors stir specific emotions, making brands more attractive and motivating customers to buy. For example, red is the color of power, attracting and holding people's attention, making it the most popular color for marketing. It increases the heart rate and creates a sense of urgency. It is often used in clearance sales. In the western world, blue is traditionally for boys, and pink is for girls, so children’s’ clothes, bed linen, and wallpaper in these colors usually sell well. In addition, blue induces feelings of trustworthiness and calmness. It can be mixed with other colors for the best results. Pink usually attracts female attention. It is seen as romantic, fun, frilly, and totally female. Yellow is seen as warm, optimistic, and youthful. It is often used to attract window shoppers' attention.
8. Reward: We tend to act in ways that reward us by making us feel good about ourselves. On the other hand, we avoid sources of pain and punishment. One reason why people brush their teeth regularly is that it makes them feel good. Their mouths and teeth feel more hygienic, smoother, fresher, and cleaner. Flossing doesn’t deliver the same effect, despite the dentist’s observation that people don’t floss as often as they should. Rewards don’t necessarily have to be financial, such as an increased salary or bonuses, to be effective. Some companies have staff recognition programs such as ‘employee of the month," "customer service star," or "long service awards." These public acknowledgements of loyalty and good work encourage other employees to emulate their successful colleagues. Rewarding good health and safety practices is more motivational than telling employees off for non-compliance. In Sweden, drivers that stayed within the speed limit were entered into a lottery. A prize was given to the winner. This money came from part of the penalty fines from those driving over the limit. Even a word of praise and recognition in the right circumstances can be an effective motivator. A thank you note for exceptional work from the line manager or supervisor is always appreciated, will mean a lot, and will probably make the recipient’s day. This is a good way to reinforce desirable behavior. People crave recognition, which is rarely given in practice. Create a sense of involvement, empowerment, and pride in staff by explaining to them the vital importance of their work. Encourage staff involvement by seeking out staff suggestions for improvements in methods and operations. An employee suggestion scheme for improvements in work practices that are financially rewarded, if implemented, is always a good idea.

Did Lankini have alternatives? Of course she had! When she detected Hanuman, she could have asked him who he was and what brought him here. She never considered how a small monkey from the northern hills could cross the ocean, which was the home of the serpent goddess Sursaa and Rahu's mother, Chayagrahi. Hanuman ripped Sursaa's maw so wide that she was barely able to close it! And as for Chayagrahi, he ripped her from the inside! She never sent anyone to find out what happened to them. Even when her weapon, which was made out of diamond, was smashed to dust, she never saw how special this small problem was. Yes, she was reminded of Brahma's words. She never gave it a thought that the form of the problem does not matter; it is the solution that does! She could have taken him to Ravana and let him decide what to do with him instead of handling it herself, or she could have given him a way to meet the king himself. Ravana's pious brother Vibhishana was a Minister in the High Council. Lankini could have approached him with the problem as well. Even Chief Queen Mandodari could have helped her with valuable advice!

So when you face such a problem in your company or organization, keep the following things in mind before reacting:

1. Purpose: What is done? Discover what is done by:
2. Direct observation
3. Collecting relevant statistics
4. Compiling flowcharts of actual systems and procedures
5. Asking staff Consulting experts
6. Interviewing management and supervisory staff; studying plans, policies, and procedure manuals
7. Studying job descriptions
8. Studying organizational charts.

Purpose: Why is it done? This is the most important question. If you can’t find a satisfactory answer, then you don't need to go any further. For example, some administrative tasks, like VAT, PAYE, and tax returns, are required by law. Others are necessary to meet business, control, accounting, and audit requirements. Managers need budgetary control and decision support systems to help with decision-making. Sometimes the reason for gathering a certain type of information goes away over time, but it keeps getting done anyway. Is it necessary? Question the need for forms, operations, procedures, and systems. Inquire about registers as well, as they frequently duplicate other sources of records. Objectives and priorities should be questioned. Question the need for returns and extra copies. For example, one copy of an invoice needs to go to the supplier, and the other needs to go to the company. Are other copies necessary? Always go back to the basics in this manner. What else might be done, and what should be done?

Person: Who does it? Find out who is actually doing the work. Why does that person do it? Has that person special training, ability, experience, education, or motivation? Who else might do it? And who else should do it? Should a more qualified person do it, or could a less qualified person do the job just as well? What are the qualifications and special competencies necessary to do the job? Could all or part of the work be delegated? Is the present jobholder sufficiently trained? If you want to change people's jobs or give them new ones, you will need their agreement, as well as that of their manager and possibly their trade union representative. If there is a job rotation policy that has been agreed upon by all parties, it is not hard to move some employees from one job to another.

Place: Where is the work done? Why is it done there? It may not be the ideal place for the work. The work may be done in that place for historical or traditional reasons rather than for economy and efficiency. Research and question these factors thoroughly. Where else might it be done? Where should it be done? With improved communications and computer networking, office work need not necessarily be done in expensive metropolitan areas. It can just as easily be carried out in less expensive locations or even overseas. With the growth of the Internet and broadband, it is now also possible to work from home. In addition to complying with health and safety legislation, consider the following factors:

1. Environment. You can’t make a silk purse out of a sow’s ear. If a building was not originally designed for the purpose it now serves, you are constrained in what you can achieve. An old warehouse in a metropolitan area may be completely unsuitable for modern transport offloading and storage needs. It may be adding to local traffic congestion. There may be only one viable solution: build a new warehouse outside the city designed with modern logistics in mind.
2. Ergonomics: This is the science of adapting office design and equipment to the employees’ needs. If your aim is to increase productivity, this needs your attention. Not the other way around, as is often the situation. The work area must be suitable for the purpose it serves. Layouts should be designed for comfortable working and optimum movement. Chairs should be adjustable and give maximum comfort, and desks should be of suitable ergonomic height and design. Filing cabinets should be located to minimize retrieval time. An anti-glare screen should be installed on personal computers to prevent eyestrain.

3. Lighting: Lighting should be adequate with no glare. There are minimum technical standards for office lighting, and these should be adhered to.

4. Heating and ventilation: They should be adequate for summer and winter conditions.

5. Color schemes: colors can affect mood and productivity. A little paint can often brighten up the spirit as well as the place.

Sequence: When is the work done? Why is it done, then? In today's business world, jobs and deadlines are often set by computer processing or other needs. The computer has brought order and pressure to the business environment. It has improved the efficiency of administration while at the same time creating a demand for more information. However, there may be traditional rather than compelling reasons why a job is done at a particular time. When might it be done? When should it be done? By changing the way work schedules are set up, workload peaks and valleys that happen at certain times or on certain days or weeks can be taken care of. Staff can thus be more effectively and productively deployed.

Means: How is it done? Why is it done that way? Systems are often used, and a little bit is added here and there to handle ad hoc situations or meet legal requirements, like VAT. As the organization expands and grows, the system needs to change with it. Before you know it, you have a cumbersome and inefficient system. But at some point, computerization is needed to keep up with the growing amount of work. In practice, many inefficient manual systems are computerized. How else might it be done? How should it be done? This is where creative thinking is necessary. Obviously, certain jobs can be improved or computerized. In addition, there are a whole variety of office machines now available that improve most types of administrative work. E-mail, Web sites, smart phones, and the Internet can be used to eliminate paper-based correspondence systems.

If the above method is too bulky for you to follow, you can use the MOLEST method. Let us look at this method in detail:

1. Method study: Has everything been done to minimize effort and maximize human efficiency? Have we devised the best methods, processes, and procedures for ongoing routine operations?
2. Organization: There are different ways of organizing staff and resources to optimize results. Is the organization's structure suitable for the type of business involved? Is it a flat or a tall organization? Is it an autocratic or democratic type of organization? How many levels of management are there? Has it adjusted to the changing needs and culture of the business? Or has it become bureaucratic, outdated, and in need of an overhaul?
3. Layout: Are our workplaces designed to minimize movement and travel? Are offices that do a lot of work with each other adjacent? Are chairs comfortable and adaptable to different height requirements? Are manual and computer-based filing systems efficient with fast and easy retrieval? Where has it been advantageous to computerize manual systems? Do we employ the latest information and communications technology, such as automation, robotics, e-mail, web sites, broadband, and the Internet? Are our offices painted in cheerful colors? Are lighting, heating, and ventilation standards adequate?
4. Equipment: Is the equipment introduced used to maximum effect? Have we standardized the type of personal computers and software packages used throughout the business, and, if not, why not?
5. Systems: Systems are the oil that lubricates the organization, making it run smoothly. Could systems be eliminated, streamlined, modified, or improved? What degree of robotics, automation, or computerization is feasible and desirable? In addition, the design of the forms supporting the system should be simplified and improved, making them as user friendly as possible.
6. Training and development: Are the staff adequately trained and motivated to perform their duties efficiently and developed for promotion in the future? Poor operating methods leading to poor productivity can be caused by a lack of skills that could be remedied by training.

Obviously, there are many alternative solutions to any problem; therefore, you should rank alternatives in terms of their suitability and cost-effectiveness. Look at the pros and cons of each. Remove the impractical and inefficient options. Risk and uncertainty should be taken into account. You don’t want high-risk, costly solutions. Consider the qualitative and quantitative outcomes of your solution. The criteria for the best alternative should include a cost-benefit analysis and the practicability and acceptability of the proposed solution. What is the effect on the bottom line? To be worthwhile, the overall profitability, effectiveness, and efficiency of the organization should improve.

Choosing the best alternative use:

• Logical reasoning: Ask yourself: ‘What would a reasonable person do in these circumstances?"
• Experience: You may have had experience solving a similar problem before. Otherwise, you may need to draw on the expertise of consultants. However, be aware that there may be unique corporate circumstances to be taken into account.
• Intuition: This is a type of third sense, hunch, gut feeling, or premonition that one particular course of action is the right one to take in the circumstances, guided by many years of experience. You should be reluctant to go against your intuitive feelings.
• Experimentation: A trial or pilot run may be possible, but in some circumstances it may be impractical. For example, in product development, a prototype may be produced and test marketing may be employed. In computerization, pilot testing is part of the process. However, in everyday decision-making, it is not feasible. Nevertheless, make sure you have your homework done before you make important decisions.
• Advice: Seek out other people’s advice. They may have expertise and experience in solving a similar problem. Similarly, other organizations may have implemented successful solutions to similar issues. It is better to profit from their mistakes than make your own.

Combining facts, logic, advice, intuition, creativity, and experience can help solve a problem for good. Where alternatives have been reduced to two that are equal, the choice may be made based on personal preference. A combination of alternatives may be the best solution. In these days of emphasis on participation and teamwork, group decision-making is mostly employed. To get people to accept and use change, you have to do a lot of selling to win their hearts and minds. Good ideas and suggestions should be credited to the people who came up with them, and that person or people should be named. Staff must agree with the changes for them to be more likely to be put into place. People naturally resist change because they prefer things to stay the same. Staff opposition, a lack of support from senior management, and union opposition can all hurt the process. Decide on the options for implementation. An overall plan should be drawn up so that the final installation job runs smoothly.

Consider the following factors in your implementation plan for administrative systems:

1. Time schedule: Allocate time and human resources to the implementation phases. A simple matrix, bar chart, or critical path analysis diagram may help to formalize and crystallize the plan. Nothing elaborate is needed; just something that works for you.
2. Form design: Take the printing time, cost, and delivery time into account for any revised or new forms.
3. Office equipment: Consider special accommodations and furniture for the equipment and layout of the office and its delivery time. Staff may need training on the new equipment.
4. Communications: Staff must be informed and consulted about the whole implementation process and the part that they will play in it. Give them an opportunity to express their views, opinions, and any concerns they may have. This is important feedback.
5. Instruction manuals: Prepare manuals covering the implementation and ongoing operation of the new system. Seek input from the operating staff.
6. Staff training: Staff may need training in the operation of the new forms, procedures, systems, and machines. Allow adequate time and staff resources.
7. Changeover: Opt for one of the following: direct changeover, pilot run, or parallel operation. Have a contingency plan and be flexible in case things don’t go as smoothly as planned.

As part of the plan, you should think about delegation, training and development, better communication channels, counseling, and reorganization. List the types of problems, constraints, and obstacles that may be encountered and have to be overcome in practice when you attempt to sell and implement the decision—for example, limited resources of staff and time, staff resistance to change, trade union objections, unforeseen difficulties, company policy, and so on. When will implementation take place? How will it be done? Who will do it? How much will it cost? Have you drawn up a multi-stage implementation plan with interim goals? What would the strategy mean for the company, its finances, its production, its human resources, its marketing, its organization, its customers, and its competitors? What contingency plans have you put in place to deal with likely problems?

Force-field analysis is another important technique to use. This is a good way to find out what kind of effects a proposed solution is likely to have when it is put into place. Solutions are subject to a myriad of forces, some supportive, called "driving forces," and some unhelpful and constraining, called "restraining forces." People think of a changing situation as a balance between forces that are pulling in different directions. The situation can be changed in two ways:

1. By increasing the strength of the driving forces or by removing or
2. decreasing the resisting forces.

An increase in the driving forces is likely to create tension and conflict. Permanent change is facilitated through the reduction or elimination of the resisting forces. This has the effect of "unfreezing" the situation and allowing movement to a new, changed situation. The final step is to "freeze" the situation in its new, changed state. The person making the decision can now use the analysis to figure out how to get rid of or reduce the limiting factors and how to make the driving forces stronger. The length of the lines can be used to indicate the degree of force. This particular example deals with an investment in an upgrade of a manufacturing plant. Change is happening because customers want the product, production speed is getting faster, training time is getting shorter, and maintenance costs are going down. Some of the things that are against change are the loss of staff due to overtime, the fear of staff about new technology, the possible effects on the environment, the cost, and the disruption caused by the new equipment. Follow up and make sure that all the agreed-upon and recommended changes have been made and have worked out as planned. You should also try to learn from opposition, problems, mistakes, and shortfalls. Reviewing mistakes is an important way to get feedback that can lead to fixing mistakes and improving performance in the future. There should be regular checks to see what problems have been found with the way the system works and what changes need to be made to fix them.

Hanuman just stood there, gazing and waiting; his rage made him glow with the tremendous brightness of a million young suns. Lankini knew she was losing the battle, so she conjured all her dark magic into one giant spiked ball. She hurled it towards Hanuman. Hanuman smashed it with just one blow of his mace. Lankini stood there, astonished by his might and power. Hanuman couldn't wait any longer, so he turned into a giant and punched the demon in the face. The powerful punch of his left fist, for Hanuman had great concern and respect for her. Lankini's massive body was flung several meters in the air, hitting the highest tower of Lanka before coming crashing down on the floor.

Before taking her last breath, Lankini murmured,

"Such power in him!" I never dreamed of him smashing into me like a tidal wave, and I could not stop him! "No one can stop destiny," I believe now.

Lankini's life and career as a guardian were destroyed by one rash decision she made that night. If you ever feel that despite all the measures above, the problem is about to smash you like a tidal wave, use other principles of decision-making:

1. Affect: Being aware of your tendency to be influenced by your emotions will help you make more objective decisions. Products appealing to emotions will attract more sales than those ignoring them. Advertising can influence our emotions, leading to unhealthy choices with serious long-term consequences such as smoking, drinking, or eating excessively.
2. Anchoring: A famous example of anchoring is the credit card tip system operated by New York taxis. An offer price for a house on sale is an anchor price for potential buyers. When making an important decision, think about the effect the anchoring bias has on your choice.
3. Association: Marketing managers should be aware of the principle of association in attracting customers. If products are linked to popular or well-known activities or personalities, they are more likely to sell and be sold at premium prices. Adidas' association and sponsorship with the Olympics increased its sales by 15%.
4. Distinction bias: We tend to see things as more different when we evaluate them simultaneously rather than separately. This may cause us to make decisions or overvalue the difference between two things. When making informed decisions, we should avoid comparing things together but instead assess each one on its own merits.
5. Framing: Some of us may be too optimistic for our own good. A doctor who focuses on survival rates rather than death rates is more likely to get a better patient response. People are encouraged to see mistakes as learning opportunities rather than sources for shame and blame. We tend to give ourselves credit for successes, but blame outside sources for failure.
6. Halo and Horn Effect: On average, attractive waitresses earn about $1,200 more annually in tips than their unattractive colleagues. Jurors are less likely to believe attractive people are guilty of a criminal offense. Students tend to rate good-looking teachers as smarter, kinder, and funnier.
7. Hyperbolic discounting: People are attracted to choices that make life easier. They view choices from a selfish point of view (WIIFM, "What's in it for me?'). This is why we find it so hard to diet, as it is difficult to forego short-term pleasures for long-term benefits.
8. Loss/risk aversion: The pain of loss is twice as powerful as the pleasure of making a gain. People are less likely to buy stocks and shares if they feel that it's risky. Entrepreneurs are reluctant to discontinue a product if it proves financially unsuccessful. This is because they have a personal interest in the product. Powerful people are less prone to loss aversion than less powerful people, and wealthy individuals give more weight to gains. Loss aversion is less common in collectivist cultures such as China and Japan. Managers may try to engage the loss/aversion principle when negotiating to influence the outcome.
9. Reciprocity: The saying "You scratch my back, and I'll scratch yours" captures the idea of reciprocity. Individuals expect actions to be reciprocated by actions that are approximately of the same value. It is usually positive—return a favor—but it can be negative—punish a negative action. The aim should be to generate pride in the company's employees. Remind them that if they behave well toward each other, they will get similar benefits in return. The Copenhagen authorities incentivized cyclists who parked illegally to move their bikes by giving them a free air pump. The reciprocity principle is common in online marketing.

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