The document discusses various concepts and models related to decision making. It covers rational and intuitive decision making styles, individual versus group decision making, and reasons why decisions may fail. It also provides guidelines for effective decision making, such as gathering facts, considering alternatives, flexibility, and follow through. Decision making involves judgment calls between alternatives that are rarely clear-cut and require balancing incomplete information.

2. DECISION MAKING “ A manager by profession is a decision maker; Uncertainty is his opponent, overcoming it is his mission.” “ A decision is a judgement. It is a choice between alternatives. It is rarely a choice between right and wrong. It is at best a choice between “almost right” and “probably wrong”. “ DRUCKER”

4. DECISION PROCESS R ecognize Problem GATHER FACTS 1 2 3 GENERATE DECISION MONITOR DEFER DELEGATE IMPLEMENT MAKE ASSESS RESULT MATCH

8. MODELS CRISES SPEEDY ACTION INTUITIVE RIGID TIGHT CONTROL SHORT RANGE SINGLE COMPLETE NOT SH SHARED AIMED AT PERFECTION DEFINED GOALS ANALYTICAL SNAP MIN MAX PARTICIPATIVE ADAPTIVE CHANGEABLE EXPLOITIVE SHIFT FOCUS FLEX MULTIPILE CONTINGENCY CREATIVE COOPERATIVE BROAD GOALS TEAM WORK “ The ideal number for a hard decision-making meeting is two--- with one on holiday !” INFORMATION CONCLUSION

11. EFFECTIVE GROUP DECISION MAKING Leadership 1.Avoid domination. 2.Encourage input 3.Avoid groupthink And satisficng. 4. Remember goals. Constructive conflict 1. Air legitimate difference 2.Stay task-related. 3.Be impersonal. 4.Play devil’s advocate. Effective group Decision making Creativity 1.Brainstorm 2. Avoid criticizing 3. Exhaust ideas. 4. Combine ideas

13. Decide and Announce Seek Individual Input, then Decide and Announce Seek Group Input, then Decide and Announce Group Consensus, Management Approval Group Consensus, with full authority Time Level of involvement Preferred Fallback Fallback (if consensus not achieved) ALTERNATIVE TOYOTA DECISION MAKING METHODS

15. EXAMPLE OF AN A3 REPORT CURRENT SITUATAION PROPOSAL LABOR COST & TIME ANALYSIS TIME SAVINGS PLAN IMPLEMENTATION CONTROLS TIME LINE

16. DECISION STYLES High Low Tolerance for Ambiguity Rational Intuitive Way of Thinking Careful decision makers Adapt to new situation Efficient,logical use less information, few alternative make decision fast focus on short-term Broad outlook examine more alternative long range find creative solution Work well with others Receptive to suggestions Avoid conflicts Source: Rowe McGrath Modules in Decision Making, 1984 Behavioral Conceptual Directive Analytical

19. GUIDE LINES FOR DECISION MAKING 1 . MARSHAL THE FACTS 2. CONSULT YOUR FEELING 3. USE WISE TIMINGS 4. DON’T INFER TOO MUCH 5. KEEP THE DECISION FLEXIBLE 6. FOLLOW THROUGH 7. HAVE COURAGE 8. DECISIONS TO SAVE SKIN, BEWARE OF! “ The responsibility is always mine but the decision lies with who ever is on the spot”.