Hospitality Management: Rational vs Intuitive Decision Making
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Added on 2023/06/03
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This report elaborates on the key differences between intuitive and rational decision making in the hospitality industry, their limitations and strengths, and which approach is best suited for effective decision making in this field.
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Running head: HOSPITALITY MANAGEMENT Hospitality Management Name of the Student: Name of the University: Author note:
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1HOSPITALITY MANAGEMENT The approaches to decision making is considered to be diverse and it ranges from rationalistic and classical decision making processes to the intuitive and less structured decision making (Mintz 2016). This report is going to elaborate on describing and explaining the key differences in the two different types of decision making that managers make in the hospitality industry. These two types are intuitive and rationale. This paper shall also shed light on the limitations and strengths of both the types of decision making and shall briefly explain on which of these two types of decision making would best suit the scenario of hospitality industry and why. The process of decision making is a step by step process that helps the managers and the professionals in solving problems on the basis of assessing evidences and examining the alternatives. It comprises of eight different steps and they are (1) Identification of the problem (2) Identification of the decision criteria (3) allocation of the weights to criteria (4) development of alternatives (5) analysing the alternatives (6) selecting the alternatives (7) implementingthealternativesand,(8)evaluatingtheeffectivenessofthedecisions (Marttunen, Lienert and Belton 2017). Although all the employees and workers working in a company make decisions regularly, it is the decisions of the managers that count in a business. It is his or her decision that is considered to be the final word and is valued as “right decision”. Decision making is significant part of each of the four key managerial functions- planning, organising, leading and controlling. Hence,managingis considered to be the synonym fordecision making.It is to state that the processes of rational decision making comprise of a range of steps that are particularly designed for rationally developing an intended or a desired solution to a particular problem. On the other hand, the intuitive decision making process is just the opposite of it. It ismore subjective, subconscious and instinctive in nature (Kaufmann, Meschnig and Reimann 2014). Withthe same, one of the key assumptions of rational decision making process is that it is the humans make rational
2HOSPITALITY MANAGEMENT decisions (Calabretta, Gemser and Wijnberg 2017). Butthis is not always the case. In fact there are a large range of factors that determine the decisions of human beings and most of them are irrational and it is particularly so when it is remembered that the management is all about dealing with the people, for example, in case of hospitality management. Along with this, in most of the situations, the decisions are required to be made with insufficient and incomplete data and information. In many cases, the management needs a quick decision making and judgements that are made under pressure (Tinghog et al. 2016). In such cases, the intuitive approach to decision making is developed. It is to mention that the decisions of the managers are made depending on the judgements that are influenced by a wide range of factors such as values, emotions, attitudes and experiences. Furthermore, rational decision making is based on certain assumptions such as- decision is value maximizing and is within the natural limitations; the managers who make the decision is completely objective and logical and he has the economic interest of the organisation in his mind. With the growing unpredictability and the rise in the total number of independent variables, decision making process become more multiplex and the intuitive judgments, less dependable. The analytics requires some dependable processes and tools which would assist in making better choices in between the alternatives – the rational style of decision making, which is both structured and logical approach for finding the information, assessing those information, and evaluation of them at the time of the processing of decision-making.In present date there are very less managers who make decisions based on well-deliberated calculations and analysis and they are often seen as neglecting the normative rules while making decisions under the conditions of crisis. In fact, they take the advantage of the intuition. However, there are also many managers who combine the intuitive and the rational approach and it is indeed more productive and right. It also has a significant impact on
3HOSPITALITY MANAGEMENT performance and is the only possible path towards effective decision making for the managers. One of the significant strength of rational approach is that it is more complete and thorough. It entertains a wide range of scenarios and also considered the possibility of the success for each of the selected course of actions. Furthermore, more often it has a clear relations with the plan of implementation for executing the decision. However, the limitations of it is linked with the fact that it takes a long time and it tends to involve more individuals as well. This means that along with greater input, there comes a larger variety of concerns as well and also, every individual perceives different rational process. On the other hand, the advantage of intuitive approach is that it is a fast process and it does not waste much time for deliberating on the things to do and also, as per Martin et al. (2017) it is most likely to correct (49-51%). Furthermore, as it is based on trusting one’s own instinct, an individual get a huge self confidence boost if in case it turns out to be good decision. Also, on the other hand, as per Tice, Bratslavsky and Baumeister (2018), many decisions that are made while being angry, sad and emotional are often wrong and it the gut feelings of human beings could sometimes be extremely bias as well. Hence, from the above analysis it is to state that determining the type of decision making approach for adopting in the field of hospitality management is very essential for the managers and it is suggested that combining both the intuitive and the rational approach of decision making is the most suitable one. Intuition, judgement, knowledge and experience, all come together while making decisions. With the same, it is also to state that knowing how and when to mix the intuitive and rational approaches of decision making is very crucial for an effective hospitality management.
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4HOSPITALITY MANAGEMENT References: Calabretta, G., Gemser, G. and Wijnberg, N.M., 2017. The interplay between intuition and rationality in strategic decision making: A paradox perspective.Organization Studies,38(3- 4), pp.365-401. Kaufmann, L., Meschnig, G. and Reimann, F., 2014. Rational and intuitive decision-making insourcingteams:Effectsondecisionoutcomes.JournalofpurchasingandSupply Management,20(2), pp.104-112. Martin, V.Y., Weiler, B., Reis, A., Dimmock, K. and Scherrer, P., 2017. ‘Doing the right thing’: how social science can help foster pro-environmental behaviour change in marine protected areas.Marine Policy,81, pp.236-246. Marttunen, M., Lienert, J. and Belton, V., 2017. Structuring problems for Multi-Criteria DecisionAnalysisinpractice:Aliteraturereviewofmethodcombinations.European Journal of Operational Research,263(1), pp.1-17. Mintz, A. ed., 2016.Integrating Cognitive and Rational Theories of Foreign Policy Decision Making: The Polyheuristic Theory of Decision. Tice, D.M., Bratslavsky, E. and Baumeister, R.F., 2018. Emotional distress regulation takes precedence over impulse control: If you feel bad, do it!. InSelf-Regulation and Self- Control(pp. 275-306). Tinghög, G., Andersson, D., Bonn, C., Johannesson, M., Kirchler, M., Koppel, L. and Västfjäll, D., 2016. Intuition and moral decision-making–the effect of time pressure and cognitive load on moral judgment and altruistic behavior.PloS one,11(10), p.e0164012.