CH 2

CHAPTER 2
Making Decisions
Learning Outcomes
ü Describe eight steps in decision-making

process
ü Explain the four ways managers make
decisions
ü Classify decisions and decision-making
conditions
ü Identify effective decision-making techniques
Decision Making
Ø Decision - making a choice from two or more
alternatives.
Ø Problem - an obstacle that makes it difficult to
achieve a desired goal or purpose.

2.1. The Decision Making Process
Source: Robbins & Coulter (2018)

Step 1: Identifying a Problem
xác định vấn đề có quan trọng k?
vì nó là the basic, foundation of the decision, xác định what we
v Characteristics of Problems need to solve,
Ø A problem becomes a problem when a manager

becomes aware of it.
Ø There is pressure to solve the problem.
Ø The manager must have the authority, information, or

resources needed to solve the problem.
Step 2: Identifying Decision Criteria
v Decision criteria are factors that are important (relevant) to
resolving the problem, such as:
Ø Costs that will be incurred (investments required)
Ø Risks likely to be encountered (chance of failure)
Ø Outcomes that are desired (growth of the firm)

Step 3: Allocating Weights to the Criteria
v Decision criteria are not of equal importance:
Ø Assigning a weight to each item places the items in the
correct priority order of their importance in the

decision-making process.
Exhibit 2-2: Important Decision Criteria
Step 4: Developing Alternatives
v Identifying viable alternatives
Ø Alternatives are listed (without evaluation) that can
resolve the problem.

Exhibit 2-3: Possible Alternatives
10 8 6 4 3
dựa vào phương án có kết quả cao nhất thì chọn cái đó
Step 5: Analyzing Alternatives
v Appraising each alternative’s strengths and weaknesses
Ø An alternative’s appraisal is based on its ability to
resolve the issues related to the criteria and criteria

weight.
Exhibit 2-4: Evaluation of Alternatives
Step 6: Selecting an Alternative
v Choosing the best alternative

Ø The alternative with the highest total weight is chosen.
Step 7: Implementing the Alternative
v Putting the chosen alternative into action
Ø Conveying the decision to and gaining commitment
from those who will carry out the alternative

Step 8: Evaluating Decision Effectiveness
v The soundness of the decision is judged by its outcomes.
Ø How effectively was the problem resolved by
outcomes resulting from the chosen alternatives?
Ø If the problem was not resolved, what went wrong?
xác định vấn đề -> đưa ra tiêu chí lựa chọn -> sắp xếp thang điểm cái nào ưu tiên trước -> đưa ra
đề xuất -> phân tích đề xuất -> chọn decision -> phân tích lần nữa về effectiveness và efficiency
Exhibit 2-5: Decisions Managers May Make
2.2. Four ways of Making Decisions
2.2.1. Rationality decision making quyết định lý trí
v Managers make consistent, value-maximizing choices

with specified constraints.
v Assumptions are that decision makers:
ü Are perfectly rational, fully objective, and logical.
ü Have carefully defined the problem and identified all
viable alternatives.
ü Have a clear and specific goal
ü Will select the alternative that maximizes outcomes in
the organization’s interests rather than in their
personal interests.
v 2.2.2. Bounded Rationality đâm lao theo lao
v Managers make decisions rationally, but are limited (bounded) by

their ability to process information.
v Assumptions are that decision makers:
ü Will not seek out or have knowledge of all alternatives
ü Will satisfice - choose the first alternative encountered that
satisfactorily solves the problem - rather than maximize the
outcome of their decision by considering all alternatives and
choosing the best.
v Influence on decision making
ü Escalation of commitment: an increased commitment to a
previous decision despite evidence that it may have been wrong.
2.2.3. Intuitive decision- making dựa vào trực giác ra quyết định
v Making decisions on the basis of experience, feelings,

and accumulated judgment.
Exhibit 2-6: What Is Intuition?
2.2.4. Evidence-based decision- making quyết định dựa trên lý trí, bằng chứng
v Making decisions on the basis of the best available

research evidence and informed by experiential evidence
from the field and relevant contextual evidence.
2.3. Types of Decisions
Ø Programmed Decision - a repetitive decision that can be
handled by a routine approach.

Ø Non-programmed Decisions - unique and nonrecurring
decisions that require a custom-made solution.
Types of Programmed Decisions
v Procedure - a series of interrelated steps that a manager

can use to apply a policy in response to a structured
problem.
v Rule - an explicit statement that limits what a manager or
employee can or cannot do.
v Policy - a general guideline for making a decision about a
structured problem.
Policy, Procedure, and Rule (Examples)
v Policy
ü Accept all customer-returned merchandise.
v Procedure
ü Follow all steps for completing merchandise return

documentation.
v Rules
ü Managers must approve all refunds over $50.00.
ü No credit purchases are refunded for cash.

Exhibit 2-7: Programmed Versus
Non-programmed Decisions
mơ hồ
học các phần: có bao nhiêu loại decision, và điều kiện của nó
học tới đây còn lại đọc thêm

2.4. Decision-Making Situations
v Certainty
ü a situation in which a manager can make an accurate
decision because the outcome of every alternative

choice is known.
v Risk
ü a situation in which the manager is able to estimate
the likelihood (probability) of outcomes that result

from the choice of particular alternatives.
Exhibit 2-8: Expected Value
Decisions Under Uncertainty
v Limited information prevents estimation of outcome

probabilities for alternatives .
v Limited information forces managers to rely on intuition,
hunches, and “gut feelings.”
ü Maximax: the optimistic manager’s choice to maximize
the maximum payoff.
ü Maximin: the pessimistic manager’s choice to maximize
the minimum payoff.
ü Minimax: the manager’s choice to minimize maximum
regret.
Exhibit 2-9: Payoff Matrix
Exhibit 2-10: Regret Matrix
Decision-Making Styles
Ø Linear Thinking Style - a person’s tendency to use external
data/facts; the habit of processing information through

rational, logical thinking.
Ø Nonlinear Thinking Style - a person’s preference for
internal sources of information; a method of processing

this information with internal insights, feelings, and
hunches.
Decision-Making Biases and Errors
Ø Heuristics - using “rules of thumb” to simplify decision
making.
Ø Overconfidence Bias - holding unrealistically positive views
of oneself and one’s performance.
Ø Immediate Gratification Bias - choosing alternatives that
offer immediate rewards and avoid immediate costs.

Exhibit 2-11: Common Decision-Making Biases
Decision-Making Biases and Errors (cont.)
Ø Anchoring Effect - fixating on initial information and
ignoring subsequent information.
Ø Selective Perception Bias - selecting, organizing and
interpreting events based on the decision maker’s biased

perceptions.
Ø Confirmation Bias - seeking out information that reaffirms

past choices while discounting contradictory information.
Ø Framing Bias - selecting and highlighting certain aspects of

a situation while ignoring other aspects.
Ø Availability Bias - losing decision-making objectivity by
focusing on the most recent events.

Ø Representation Bias - drawing analogies and seeing
identical situations when none exist.
Ø Randomness Bias - creating unfounded meaning out of
random events.
Ø Sunk Costs Errors - forgetting that current actions cannot
influence past events and relate only to future

consequences.
Ø Self-Serving Bias - taking quick credit for successes and
blaming outside factors for failures.

Ø Hindsight Bias - mistakenly believing that an event could
have been predicted once the actual outcome is known

(after-the-fact).
Exhibit 2-12: Overview of Managerial Decision Making
Decision Making for Today’s World
v Guidelines for making effective decisions:

ü Understand cultural differences
ü Know when it’s time to call it quits
ü Use an effective decision making process
v Habits of highly reliable organizations (HROs)
ü Are not tricked by their success
ü Defer to the experts on the front line
ü Let unexpected circumstances provide the solution
ü Embrace complexity
ü Anticipate, but also anticipate their limits

CH 2

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CH 2

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CHAPTER 2

ü Describe eight steps in decision-making

Ø Decision - making a choice from two or more

achieve a desired goal or purpose.

Source: Robbins & Coulter (2018)

Ø A problem becomes a problem when a manager

Ø The manager must have the authority, information, or

v Decision criteria are factors that are important (relevant) to

resolving the problem, such as:

Ø Costs that will be incurred (investments required)

Ø Risks likely to be encountered (chance of failure)

Ø Outcomes that are desired (growth of the firm)

v Decision criteria are not of equal importance:

Ø Assigning a weight to each item places the items in the

correct priority order of their importance in the

v Identifying viable alternatives

Ø Alternatives are listed (without evaluation) that can

resolve the problem.

v Appraising each alternative’s strengths and weaknesses

Ø An alternative’s appraisal is based on its ability to

resolve the issues related to the criteria and criteria

v Choosing the best alternative

v Putting the chosen alternative into action

Ø Conveying the decision to and gaining commitment

from those who will carry out the alternative

v The soundness of the decision is judged by its outcomes.

Ø How effectively was the problem resolved by

outcomes resulting from the chosen alternatives?

Ø If the problem was not resolved, what went wrong?

v Managers make consistent, value-maximizing choices

v Managers make decisions rationally, but are limited (bounded) by

v Making decisions on the basis of experience, feelings,

v Making decisions on the basis of the best available

handled by a routine approach.

v Procedure - a series of interrelated steps that a manager

v Rule - an explicit statement that limits what a manager or

employee can or cannot do.

v Policy - a general guideline for making a decision about a

ü Accept all customer-returned merchandise.

ü Follow all steps for completing merchandise return

ü Managers must approve all refunds over $50.00.

ü No credit purchases are refunded for cash.

học tới đây còn lại đọc thêm

decision because the outcome of every alternative

the likelihood (probability) of outcomes that result

v Limited information prevents estimation of outcome

Ø Linear Thinking Style - a person’s tendency to use external

data/facts; the habit of processing information through

Ø Nonlinear Thinking Style - a person’s preference for

internal sources of information; a method of processing

Ø Heuristics - using “rules of thumb” to simplify decision

Ø Overconfidence Bias - holding unrealistically positive views

of oneself and one’s performance.

Ø Immediate Gratification Bias - choosing alternatives that

offer immediate rewards and avoid immediate costs.

Ø Anchoring Effect - fixating on initial information and

ignoring subsequent information.

Ø Selective Perception Bias - selecting, organizing and

interpreting events based on the decision maker’s biased

Ø Confirmation Bias - seeking out information that reaffirms

Ø Framing Bias - selecting and highlighting certain aspects of

focusing on the most recent events.

Ø Sunk Costs Errors - forgetting that current actions cannot

influence past events and relate only to future

blaming outside factors for failures.

have been predicted once the actual outcome is known

v Guidelines for making effective decisions:

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