DIKA and Leadership

Reflection

The managerial skills are considered as to be vital for the execution and growth of a particular organization. The DIKA model reflects the fact that D is for data which reveals the collection of all of the relevant information. The use of the collected information is basically used by the managers in order to execute the business processes. The next is the information step which reflects the section of the desired information in order to perform the required meetings or to execute the concerned business processes (Lid et al., 2015). This helps in enhancing the overall knowledge and skills of the managers in the evaluation of their decision-making process. I evaluated that the third step is the knowledge which is developed after the collection of the suitable knowledge. The final step reflects the desired action which is required for selecting the optimal decisions in order to go forward for the respective managers.  I particularly feel that the managers within an organization should play the active role in utilizing the various aspects of the D.I.K.A model. As for example, McDonald Corporation effective follows this model in order to execute its respective business processes. I have encountered that the use of identification of the information regarding the evaluation of the business procedures and the decision-making processes should be done by the respective managers and the HR managers in McDonald Corporation identifies the requirement effectively to promote their desired growth (Meissner & Radford, 2015). It helps the managers to identify the desired information and data required to promote the overall business processes of the concerned organization and thus, it increases the effectiveness of the managerial skills. 

References

Lid, V., Lid, V., Lid, V., Lid, V., Lid, V., & Lid, V. (2015). DIKA: Data, Information, Knowledge, Action - MeetingSift. MeetingSift. Retrieved 27 May 2018, from http://meetingsift.com/dika-data-information-knowledge-action/

Meissner, E., & Radford, K. (2015). Importance and performance of managerial skills in the Australian aged care sector–a middle managers' perspective. Journal of nursing management, 23(6), 784-793.