DR Priyanka DR Snehalata
DR Priyanka DR Snehalata
DR Priyanka DR Snehalata
Everyday techniques
Pros and Cons: Listing the advantages and
disadvantages of each option, popularized by Plato and Benjamin Franklin. Contrast the costs and benefits of all alternatives. Also called Rational decision making.
the highest probability-weighted utility for each alternative acceptable one is found.
decision making process. Take actions as they appear promising without the need for any specific problem
What is decision-making?
The word decision is defined as: A choice between two or more alternatives.
Decision Making
The process by which managers respond to opportunities and threats that confront them by analyzing options and making determinations about specific organizational goals and courses of action.
Decision Types
Programmed Decisions:
A decision that is repetitive and routine A definite method for its solution can be
established
time it occurs
Non-programmed Decisions:
A decision that is novel (new or unique) or Ill
uncertainty and call for entrepreneurial abilities Such decisions draw heavily on the analytical abilities of the manager Examples: Moving into a new market, investing in a new unproven technology, changing strategic direction
Programmed Decision
Certainty
all the information the
decision maker needs is fully available. Risk decision has clear-cut goals. good information is available. future outcomes associated with each alternative are subject to chance.
they with to achieve. information about alternatives and future events is incomplete. managers may have to come up with creative approaches to alternatives. Ambiguity by far the most difficult decision situation. goals to be achieved or the problem to be solved is unclear. alternatives are difficult to define.
Nonprogrammed Decisions
Decision Styles
Differences among people with respect to how they
Directive style
Analytical style Conceptual style Behavioral style
Directive Style:
People who prefer simple, clear-cut solutions to problems
Make decisions quickly May consider only one or two alternatives
Analytical Style:
Complex solutions based on as much data as they can gather
Carefully consider alternatives Base decision on objective, rational data from management control systems and other sources Search for best possible decision based on information available
Conceptual Style:
Consider a broad amount of information More socially oriented than analytical
style Like to talk to others about the problem and possible solutions Consider many broad alternatives Relay on information from people and systems Solve problems creatively
Behavioral Style
Have a deep concern for others as individuals
Like to talk to people one-on-one Understand their feelings about the problem
and the effect of a given decision upon them Concerned with the personal development of others May make decisions to help others achieve their goals
Autocratic
AI The decision is made individually, using the information available to the individual only AII
The manager obtains information from subordinates
Unimportant to group
Manager can take decision Dominate the decision
Destructive conflict
Members hesitant Confidential data
Incapability of members
Managers dominance Indirect effect on group members
Consultative
CI
The manager shares the problem with relevant
subordinates individually
Getting their input individually and not as a group. The manager then makes the decision independently, and may or may not be influenced by the subordinates suggestions
CII
The problem is shared to subordinates in a group Their ideas and suggestions are sought in a group
meeting
The decision is then made by the manager which May or may not reflect the subordinates influence
Group Consensus
GI
The problem is shared to subordinates as a
group
Effort is made to reach a consensus The decision is made collectively and the
Does not press the group in adopting the The manager is willing to accept and implement
Group Decision-making
The factors requiring group decisions include:
Involving sensitive issues High cost alternatives Involving very high risk factor Strategic impact Need for innovation and creativity
Data collection
Importance of acceptance Importance of solution Complex problem Democratic process Risk taking solution needed Better understanding Feedback required
Decision-making Process
Identifying a problem Identifying decision criteria Allocating weights to criteria Developing alternatives Analyzing alternatives Selecting an alternative Implementing the alternative Evaluation (of decision effectiveness)
Problem Definition
Problem is a discrepancy (difference) between an existing and a desired state.
Example: The manager has resigned, and we need another manager Here the phrase manager has resigned reflects the current state while need another manager represents a desired state.
Communication skills
Planning and analytical skills Professional experience
prioritization.
Developing Alternatives
Involves defining the possible alternatives (or choices) that would resolve the problem. In our case, the alternatives would be a list of candidates or job applicants.
Analyzing Alternatives
Alternatives are rated and analyzed on the
The rating can be based on a specified scale, Rating may be subjective in nature and
Selecting an alternative
Involves choosing the best alternative, based on the above rating and analysis Generally implies selecting the alternative with the highest score.
Evaluation
Evaluation forms an integral part of any
process
a project or report be delivered only 80% complete a few hours early than 100% complete five minutes late. Moral of the story: Dont wait for everything to be perfect. Instead of seeking the impossible, efficient decision makers tend to leap without all the answers and trust that theyll be able to build their wings on the way down.
collaboratively independent. They tend to surround themselves with the best and brightest and ask pointed questions. For instance, in a discussion with subject-matter experts, they dont ask: What should I do? Rather, their query is: Whats your thinking on this? Waiting for committees or an expansive chain of command to make decisions could take longer. Get your information from credible sources and then act, swiftly. it. Similar to suddenly remembering the name of an actor that you think you'd just plumb forgotten. The same happens when youre trying to make a decision. By simply turning your mind off for a while or even switching to a different dilemma, youll give your brain the opportunity to scan its data bank for information that is already stored and waiting to be retrieved.
Turn your brain off. Insight comes when you least expect
problem but not every problem can be solved by making a decision. Instead, decision making often relies more on intuition than analysis. Deciding between vendors, for instance, requires examining historical data, references and prices. But the tipping point often rests with your gut. Which feels like the right choice?
wrong, correct the error and fess up. Even making the wrong decision will garner more respect and loyalty when you admit youve made a mistake and resolve it than if you are habitually indecisive.
Thank you