Harrison Modules For Management Studies

Harrison six steps modules

In the modern era of globalization, making as well as implementing the absolute decisions are the good qualities of an effective manager, software architects as well as of other professionals. It can be observed that there are also different types of decisions that are taken with the help of Harrison six steps modules. The Harrison six steps modules are one of the important parts in the spectrum of taking managerial decisions and this module is described below

The setting of the managerial objectives

This is one of the important steps where the management takes rational decisions for the impoverishment and better deliverance of the organization in the market. The measurement of decision success is also done with the help of managerial objectives (Drowos et al. 2017). In the case of the family business that is owned by Morgan, and in 2019, due to the low financial structure of the construction industry, the business got badly affected. That is why he has started planning to change the team structure in this own company.

Searching for Alternatives

In this step, it can be observed that searching for alternatives are done by the operational managers of the organization, where they balance the rising cost and tally the cost with the declining value of the substance. There are also different elements of cost-effectiveness, where additional cost alternatives are also engaged with common perspectives. Therefore while searching for the alternatives has not shown any biasness, rather he has taken the correct decision according to the Harrison six steps modules for increasing the productivity.

Evaluation and comparison of alternatives

The alternatives need to be envisaged by the managers and evaluation of all criterions that are included within step 1 and 2 should be taken into consideration (Wight et al. 2016). There are also detailed perspectives of alterations, where the managers anticipate obstacles during implementation. That is why the owner decided to reduce the number of employees and he has decided based on Harrison six steps modules (Austin et al. 2020).

The Act of Choice

The culmination of different processes is engaged within this step where many steps are confronted with the decisions. There are also some pieces of discernible constraints, where there are different piece of alternative objectives that are scrutinized by the managers of the organization. In case of choosing the team members, he has kept equal number of skilled employees those are expert in their own domain of work.

Implementation of various decisions

In a business organization, there are diverse kinds of managers that are taken by managers in different circumstances and there are also different types of considerations in the operating constraints. The managers while implementing various decisions faced issues with the team. Moreover, he was not bias to any kind of employees as he eliminated those employees those were having moderate or low-level performance in the organizational culture.

Following up and control

It is one of the most essential stages among four stages, where the decision meets objectives. Different kinds of features are related to the objectives. The managers derive a basic standard from the objectives and therefore diverse notions of the unaccepted variances are considered from the standard performances. With the help of the module, he came in a conclusion that he will keep four full-time employees including himself and two part-time employees along with three apprentices.

Bounded Rationality

The Bounded rationality is one of the important phenomena where it engages decision making processes and therefore managers attempt to satisfy rather than optimize. The decisions that are being based on bounded rationality are considered as the most possible decisions of the managers (Cohen et al. 2019). These decisions are supported by most of the employees as it is moreover taken or sanctioned for their professional development.

In the case of Morgan, he has taken derived optimal decisions rather than that of the satisfactory decisions. It is because these decisions, in that way that Morgan has used has a sort of temporal resources as well as cognitive implications. It can be observed that there are also some of the important characteristics that Morgan has played while selecting the employees for a new phase (Farhi and Werning, 2019). Morgan has always wanted to impoverish professional skills and that is why he has kept requisite numbers of employees, where there is a mix of installers, project managers, foreman, joiners, drivers as well as machine operators. He has eliminated members that are also in these specified departments, but their output is lower than that of the members, those selected for the new phase.

It can be understood that there are no signs of biasness in this whole mechanism and Morgan has just wanted the overall development of the organization in this terrible economic situation of the country. However, other management staff have also appreciated decisions taken by Morgan.




Austin, A., Sherwood, B., Elliott, J., Colaprete, A., Zacny, K., Metzger, P., Sims, M., Schmitt, H., Magnus, S., Fong, T. and Smith, M., 2020. Robotic Lunar Surface Operations 2. Acta Astronautica.

Cohen, S.L., Bingham, C.B. and Hallen, B.L., 2019. The role of accelerator designs in mitigating bounded rationality in new ventures. Administrative Science Quarterly, 64(4), pp.810-854.

Drowos, J., Baker, S., Harrison, S.L., Minor, S., Chessman, A.W. and Baker, D., 2017. Faculty development for medical school community-based faculty: a Council of Academic Family Medicine Educational Research Alliance study exploring institutional requirements and challenges. Academic Medicine, 92(8), pp.1175-1180.

Farhi, E. and Werning, I., 2019. Monetary policy, bounded rationality, and incomplete markets. American Economic Review, 109(11), pp.3887-3928.

Wight, D., Wimbush, E., Jepson, R. and Doi, L., 2016. Six steps in quality intervention development (6SQuID). J Epidemiol Community Health, 70(5), pp.520-525.

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