2. DEFINITION
Decision making as a systematic , sequential process of choosing among
alternatives & putting the choice of action .
-LANCASTER & LANCASTER
Decision making is a conscious , intellectual activity involving judgement ,
evaluation & selection from among several alternatives.
-CLAUDE
3. DEFINITIONS OF CLINICAL DECISION MAKING
IN NURSING
• POTTER & PERRY (2001): Clinical decision making process requires
thoughtful reasoning so that the best options for the client are
chosen on the basis of the client’s condition & priority of the
problem .Nurse make clinical decision making all of the time in an
attempt to improve a client’s health or to maintain ongoing
wellness , which is consistent with the core objective of critical
thinking , to meet the client’s needs .
4. STAGES OF DECISION MAKING
1.ORIENTATION STAGE
2. CONFLICT STAGE
3. EMERGENCE STAGE.
4. REINFORCEMENT STAGE
5.
6. PRINCIPLES OF DECISION MAKING
1.PURPOSE –DRIVEN
2.INCLUSIVE
3. EDUCATIONAL
4.VOLUNTARY
5.SELF-DESIGNED
6. FLEXIBLE
7.EGALITARIAN
8.RESPECTFUL
9.ACCOUNTABLE
10.TIME LIMITED
11.ACHIEVABLE
8. MODELS OF DECISION MAKING
• DESCRIPTIVE MODEL
• ECONOLOGICAL MODEL OR ECONOMIC
• BOUNDED RATIONALITY MODEL OR ADMINISTRATIVE
9. DESCRIPTIVE MODEL
• SIMON Developed the descriptive model based on the assumption that the decision maker is
a rational person looking for acceptable solution based on known information.
10. ECONOLOGICAL MODEL
• It is an ideal view of ‘ ECONOMIC MAN’ , In which the manager is faced with a problem
weighs the economic aspects of all possible courses of action & chooses the action that is
giving greatest net gain or the least loss
11. BOUNDED RATIONALITY MODEL
• It is the pragmatic view of ‘administrative man’ .In this the people seek a
kind of bound or limited rationality in decisions.It has 3 mechanisms as
given below.
• 1. SEQUENTIAL ATTENTION TO ALTERNATIVES-
• Here, persons examine possible solution of a problem sequentially i.e if
first solution fails to work it is discarded & next solution is considered till
he gets acceptable solutions & discontinued after acceptable ones.
12. 2.HEURISTICS
• A Heuristics is a rule which guides the search for alternatives into areas that
have a high probability for yielding satisfactory solutions .Accordingly , the
decision makers use heuristics to reduce large problems to manageable
proportions, so that the decision can be made rapidly.
• They look for obvious solutions or previous solutions that worked in similar
situations.
13. 3. SATISFYING
• The decision maker is looked as a satisfier where an alternative is
satisfactory if;
A.There exists a set of criteria that describes minimally satisfactory
alternatives.
B.The alternative in question meets or exceeds all these criteria
16. DECISION MAKING TOOLS
1. PROBABILITY THEORY-
It can be applied when risk or uncertainity is present in a decision .It operates
on the assumption that factors occur in accordance with a predictable pattern
17. 2. SIMULATION ,MODELS & GAMES
• Simulation is a way of using models & games to simplify problems by
identifying the basic components and using trial & error to determine a
solution. The manager may compare alternatives & their consequences .
the computer may be used to help solve simulations.
18. 3. GANTT CHART
• Gantt chart, are highly developed schedules that allow one to visualize
multiple tasks that have to be done .A gantt chart is a grid with columns
labeled tasks.
19. 4.DECISION TREE
• A decision tree is a graphic method that can help managers visualize the
alternatives available , outcomes, risks & information needs for a specific
problem over a period .It helps them to see the possible directions that
actions may take from each decision point & to evaluate the consequences
of a series of decisions .
20. 5.QUEUING THEORY
• Queuing theory deals with waiting lines or intermittent servicing problems .It
is a mathematical technique for determining the efficient balance of factors
related to intermittent service.
21. 6. LINEAR PROGRAMMING
• Linear programming uses matrix algebra or linear mathematical equations to
determine the best way to use limited resources to achieve maximal results.
22. IMPORTANCE OF DECISION MAKING
• It is required to supply financial, technical, and other information as input to
help decision making at a higher management level for achieving maximum
profit.
• Decisions are generally made to fulfil the objectives of the organization.
• In business, whatever the business is small or big, changes in condition take
place, shifts in personal occur, unforeseen contingencies arise. Moreover just
to get started, and keep them moving, decisions must be made.
• Every aspect of the management (planning, organizing, control, etc)
determines by decision making.
• Decision making is important for all management activities. It helps to set
objectives, prepare plans of action, determine the organizational structure,
motivate employees to be more productive, and introduce innovations.
23. RESEARCH ARTICLE
• OUTI SIMONEN Conducted a study in 2019 about Knowledge sources affecting
decision-making among social and health care managers. The purpose of this paper is
to investigate how managers in social and health care evaluate the knowledge sources
affecting their decision-making, and how the evaluations were associated with the
managers' professional background, activity sector, gender, age and management
experience.
• The study data are gathered from a questionnaire survey to the middle-line doctor,
nurse and social managers (n = 404) within the responsibility area of a finnish
university hospital. Assessed the proportions of individual knowledge sources in the
complete data set and their associations with the subjects' background data. In
addition, grouping of individual knowledge sources variables are made using factor
analysis.
24. • The findings indicate that social and health care managers attempt to utilize diverse
knowledge sources. Overall, professional experience and education, organization
budget, and action plans of one's own unit are estimated as knowledge sources with
the greatest impact. Manager's professional background and activity sector are
associated with the kind of knowledge affecting their decision-making. Some
differences are noted between genders, but differences with respect to age or
management experience are non-significant.
• Social and health care organizations represent expert organizations where decision-
making is steered by professions and management tasks.
• This paper suggests that the future decision-makers will be required to identify
versatile knowledge areas across cultural barriers, and to be capable of making
comprehensive decisions affecting the entire organization.
