I have finished the rest of my paper. Can you help me fill in the section that I have not finished yet under decision-making method goal 1, 2, and 3?

Week 6 Assignment - Project Deliverables - Part 2 Instructions: In this assignment, your group will submit a draft of your development plan addressing Part 2: Compare and contrast decision-making methods Effective Leadership and Team Collaboration

Define the leadership traits and functions within the organization

Evaluate them and determine those that need change or development to be more effective

Elaborate the leadership challenges

Determine the cultural challenges within the organization and its leaders

The value of mentoring and coaching to improve the effectiveness

Assess the diversity and inclusion needs for the organization

Establish the connections between leadership, teamwork, and collaboration

Introduction for Decision-Making Methods

Decision-making methods can vary depending on the context and the project's specific needs. As mentioned, (Gavin, 2020), decision-making is an essential business skill that drives organizational performance; businesses that are adept in formulating and carrying out their strategic choices enjoy a competitive advantage. These are some decision-making methods which State Health and Human Services (SHHS) can implement in their development plan:

Rational Decision-Making: This process involves a systematic and logical analysis of the available options before deciding. It focuses on gathering relevant information, evaluating alternatives, and selecting the option that maximizes the expected outcome.

Group Decision-Making: This technique gathers multiple individuals or stakeholders in the decision-making process. It can include techniques such as brainstorming, consensus-building, or voting. Group decision-making can lead to better outcomes by using the members' varied viewpoints and areas of expertise.

Risk Analysis: Risk analysis assessing each decision option's potential risks and uncertainties. It helps identify and mitigate potential risks, allowing for more informed decision-making.

Pareto Analysis: This system identifies and prioritizes the most significant factors or issues to consider before deciding.

When we compare and contrast these decision-making methods for SHHS, we must consider their significance to different situations, the level of time and resources required, the level of involvement of stakeholders, and the potential biases or limitations associated with each method. By analyzing and discussing these decision-making methods in the SHHS development plan, we can demonstrate a comprehensive knowledge of the different strategies and how they could affect the organization.

Decision-Making Methods for SHHS

This section must include a comparison and contrast of decision-making methods with a clear path to adapt a decision-making model.

Goal One:

Justification:

Objectives:

1.

a.

b.

c.

2.

a.

b.

c.

3.

a.

b.

c.

Success Measures:

1.

2.

3.

Timeframe:

Responsible Person(s):

Goal Two:

Justification:

Objectives:

Success Measures:

Timeframe:

Responsible Person(s):

Goal Three:

Justification:

Objectives:

Success Measures:

Timeframe:

Responsible Person(s):

Introduction to Effective Leadership and Team Collaboration

Transformational leaders prioritize fostering mutual support among group members and providing them with the necessary guidance, inspiration, and support to enhance their dedication, performance, and loyalty to the group. Some of the main objectives of transformational leadership are to stimulate development, foster allegiance, and instill group members with assurance (Cherry, 2023). By employing effective transformational leadership and team collaboration SHHS leaders can cultivate a mutually beneficial partnership that assists the teams in supporting organizational goals for enhancing the organization's shared mission and vision.

The following leadership development plan outlines the steps for implementing the transformational leadership approach in all departments of State Health and Human Services (SHHS) to improve the organization's leadership effectiveness as well as its team collaboration skills. This implementation will allow SHHS to sustain its dominant position in the non-profit industry by connecting and delivering exceptional services to the community it serves while promoting a cooperative and engaging work atmosphere.

Effective Leadership and Team Collaboration Approaches for SHHS

Goal One:

Implement the transformational leadership approach to include building team collaboration across all divisions.

Justification:

SHHS lacks procedural and structural oversight within multiple departments of the organization, causing certain problems within leadership and collaboration. Transformational leaders can motivate and inspire their team through mentoring and coaching, which over time enhances their work ethics and collaboration (Paolucci et al., 2018). Therefore, implementing the transformational leadership style would enhance overall team collaboration, effectiveness, and improve the quality of the multi-divisional programs it offers to its clients.

Objectives:

1. Motivate and encourage employees/volunteers

a. Lead and mentor by example

b. Share impacts across divisions

c. Include recognition across divisions

2. Introduce gratitude for positive team collaboration

a. Offer acknowledgement amongst divisions

b. Encourage continuous team collaboration across divisions

c. Offer flexible schedules as reward for positive team collaborations

3. Encourage volunteering

a. During orientation

b. During events

c. During training programs

Success Measures:

Employee/Volunteer motivation will increase by minimum of 30% after implementation of the transformational leadership approach.

Results from positive team collaboration will increase 35% by the end of the 18-month period.

Volunteering commitment rates will increase by 25% within the first year.

Timeframe:

18 months (about 1 and a half years) after implementation of the transformational leadership style.

Responsible Person(s):

CEO, Human Resources Director and Divisional Managers.

Goal Two:

Implement a clear set of training and orientation programs that continue through employment and that include building stronger team collaboration strengths among the divisions and their management teams.

Justification:

SHHS lacks evidence of clear training and orientation programs resulting in employees/volunteers doing things in their own way and ono their own, rather than offering consistency throughout the organization and building team collaboration. Providing clear training offers acquisition of skills, concepts, and attitudes that improve employees/volunteers' job performances, improving the workplace environment and collaboration skills (Goldstein, 1980). Therefore, SHHS should implement a clear set of training and orientation programs for its employees/volunteers that focuses on improving team collaboration throughout the organization.

Objectives:

Success Measures:

Timeframe:

One year from implementation of each program.

Responsible Person(s):

CEO, Human Resources Director, and Divisional Managers.

Goal Three:

Facilitate and coordinate social activities and team-building events to foster robust interpersonal relationships and cultivate trust and connections among all departments within the organization.

Justification:

SHHS lacks a structured framework for facilitating team-building exercises and building strong cross-functional relationships. SHHS can enhance team collaboration and leadership effectiveness through engaging in these activities. The objective of any team-building initiative aims to facilitate the team in an ongoing process of introspection to develop an understanding of the factors that hinder its efficiency (Hart & Waisman, 2005). By fostering team collaboration among employees, the organization can promote better communication and better work practices to improve current deficiencies and cultivate a more unified and harmonious working environment. In addition, research proves that increasing team-based efforts aims to enhance customer results throughout each division (Fapohunda, 2013).

Objectives:

The Fund-Raising Director will organize a charitable social event to increase employees' engagement in charitable endeavors.

The CEO and HR Director will collaborate to organize an annual social event that allows employees to interact with colleagues from different departments while participating in team-building activities.

Success Measures:

Attained a 95% employee attendance rate and received a minimum star rating of four out of five for the events' effectiveness and enjoyment.

Timeframe:

The initial event will occur in Q2 (middle of the year), while the subsequent one will occur in Q4 (before the year ends).

Responsible Person(s):

CEO, HR Director, and Fund-Raising Director

Conclusion

To conclude, SHHS should focus on implementing the decision-making approaches and the transformational leadership approach to improve its effectiveness. By utilizing positive decision-making approaches and transformational leadership, there would be multiple opportunities for SHHS such as __________. By increasing team collaboration skills by including a variety of activities, SHHS would see improvements to its productivity, profitability, and service quality (Fapohunda, 2013).