Unit 1 Managerial Decision Making After conducting some research, looking online, reading the book, I have found

that formal research and business proposals do have differences. As it is stated in eHow both of the formal research proposal and business proposal have so many things that make them different from one another. Formal research and business proposal share difference that will give the company the option to choose which one will best work for them. When you are looking at formal research proposals you have to look at the specific information or data that can help the business make better decisions. This gives a report that will research ways to discuss how the information and data that will be found.

Formal research is controlled, objective, and systematic gathering of data. The researcher carefully defines the things under study and what will and won't be studied. When it comes to a business proposal you should be prepare to come up with any solution for a new or existing business. A business proposal is an executive summary with a variety of different formats that are sometimes proprietary. When you think about the definition of the problem in a business proposal it is mainly framed as business decision making a concern. In the theoretical support of a business proposal it is not used normally, but it is used in a formal research ("Comparative table: Differences,). Thinking about a recent class that I just finished up with when you are preparing an business proposal it is done in the way the company wants it unlike a formal research when it has to be formatted in a set format. With a formal research it must include the abstract and with a business proposal you must have an executive summary. In my VCDD411 and VCDD412 class I first had started off with an abstract just because I was used to doing this until I was told that it was not necessary to have an abstract within a business proposal.

Unit 1 Managerial Decision Making Formal research and business proposals include basic structural components that clearly define them as a proposal document. The document's introduction section provides background info on the problem, while the problem statement section explains the need to address that

problem. The objectives section outlines the proposals goals. The solution section articulates the way in which the proposal's authors are suggesting to solve the problem. Additionally, sections such as budget, schedule, resources, management and qualifications demonstrate the authors' ability to identify all the materials and time necessary to implement the solution and solve the business or research problem (Hamilton, 2011). Part Two For part two I have chose to write a review on; is technical competency a mediator and moderator of managerial effectiveness? It is stated that the managerial effectiveness has concentrated on cataloguing the administrative and interpersonal skills necessary for good management. It has though paid least attention to the technical skills at the lowest level of management.

Unit 1 Managerial Decision Making

Reference
Comparative table: Differences between a business proposal and formal research. (n.d.). Retrieved from www.prismleadership.com/600/compare.htm

Hamilton, S. (2011, May 31). The similarities of formal research & business proposals. Retrieved from http://www.ehow.com/info_8515359_similarities-formal-research-businessproposals.html Hysong, S. (2000). The role of technical competence in managerial effectiveness: Mediators and moderators. (Master's thesis, Rice University)Retrieved from http://scholarship.rice.edu/handle/1911/19512 Jane, M. (n.d.). Differences between a formal research & business proposal. Retrieved from http://www.ehow.com/info_7829660_differences-formal-research-business-proposal.html

Unit 1 Managerial Decision Making Part Two For part two I have chose to write a review on; is technical competency a mediator and moderator of managerial effectiveness? It is stated that the managerial effectiveness has concentrated on cataloguing the administrative and interpersonal skills necessary for good management. It has though paid least attention to the technical skills at the lowest level of management (Hysong, 2000). Within the research there were three different types of hypotheses

that were tested. The first one was technical skills provides incremental value over administrative and interpersonal skill in managerial effectiveness. The second one was technical skills is related to social power and influence tactics. The third hypotheses tested the group autonomy significantly moderates the relationship between technical skill and expert power (Hysong, 2000). There was one hundred supervisors that completed an online survey. They were asked questions about their background and their managerial skills, the effectiveness of their managerial skills, and power. It is stated that effective management is the most important than ever, when it comes to help keeping companies strive up (Longenecker, Sims, & Gioia, 1987). The research has mixed opinions about technical skill in managerial effectiveness. They have stated that technical skills are disadvantageous to managerial skills; additional the others argues that it depends on the level of management. Some supervisors in the technical fields promoted to positions that was a reward for good performance. This is documented and it is shown by one of the studies that were focused on its efforts of the engineers that were promoted to the management position. After the promotion and certain time they were return back to the engineering positions. The reason why they went back to their previous position was because they was not happy being a manager (Lacey, 1974).

Unit 1 Managerial Decision Making Research on the managerial behavior suggests some need for the technical skill that context this study, it is to adeptness the technical issues of the science engineering. It was recommended that the managerial skills and technical skills are incompatible. There was some models that that wanted another role for the technical skills. Some people study a recommendation and suggested that the technical skills do add value. Managerial effectiveness has been defined in a different amount of ways in the research. The theme was defining effectiveness seems to the center around the ideas of the effect. The study shows that the managers activities recommend a low incidence of the different activities that was requiring technical skills, and at different times it recommends that the technical skill hinders managerial activity. One of the studies evaluates the job that was carried out by the managerial against the non-managerial (Beauvais, 1992).

Grant and his people (Grant, Baumgardner, & Shane, 1997) believe that technical skill in the supervisor has more benefits than just communication skills; they believe it allows the superivisor to: 1. Participate effectively in the search for technological innovations and intergrated soultuions. 2. Evaluate technical concepts and solutions, to asses risks and make trade-off decisions and the communication with the project team.