Planeación y Organización.

1. Planeación y Organización
Leonardo Manuel Sánchez Rivera

2. Decision
“The process of choosing a particular action
that deals with a problem or opportunity”

3. Group Development
Stage 1
Forming the group:
Understand and define its purpose and
structure.

4. Stage 2
Storming:
Characterized by conflict and
disagreements over the assignments.

5. Stage 3
Norming:
Cooperation and teamwork. Achieving
goals and objectives set by the group.

6. Stage 4
Performing:
Often, the final stage for the group. Roles
are clearly defined and accepted.

7. Stage 5
Adjouring:
Termination of the group. Groupal tasks
and responsibilities should be complete.

8. Strategies for Group Decision
Making
 Brianstorming:
Used to develp as many ideas as possible
to solve the issue.
 All ideas are encouraged.
 Ideas belong to the gruop and not the
individual.
 Criticism of ideas is not allowed

9. Delphi Technique
 Developed by Norman Dalkery of the
RAND Corporation in the 1960s.
 Used when decision making involves
sensitive information with important
effects.
 The decision is made withous physically
bringing toghether the group.

10. Nominal Group Techinque
1. Developed by Delbecq, Van de Ven and
Gustafson.
2. Topic Presentation.
3. Writing down ideas in a flipchart available
for everyone to view.
4. Discussion.
5. Clarification.
6. Assigning a letter to each idea.
7. Select ideas anonymously.
8. Top five Ideas.

11. Group Decision Support
Systems (GDSS)
Interactive, computer-based programs that
assist group decision-making.
Complex comunications infrastructure.
Decision making requires inputs multiple
entities.

12. Conflict in Decision Making
1. Allowing True Disagreement
2. Programmed Conflict
Techinques:
Devil’s Advocate.
 Indentifies potential pitfalls.
 Formes an in-depth review of the situation.
Dialectic Decision Method.
 Define problems, generate information and
debate assumptions underlying proposed
courses of action.

13. Sensing/Intuition
 Sensing:
Process information through the five
senses. Able to perceive al pparts of a
system, as well the details that are
involved.
 Intuitive:
Focuses in the system as a whole, but is
also able to see the connections
between the parts.

14. Thinking/Feeling
 Thinking:
Analytical, logical and try to be objective.
Strongly attached by such notions and
principles, policies, laws and criteria.
 Feeling:
Rely on values, emotions and use logic to
support their feelings.

15. Extroversion/Introversion
 Extroverted:
Process information through interacting
with others. Face to face interaction and
verbalizing and developing their ideas
through working with others.
 Introverted:
Process information internally. Work alone
and not always verbalize their ideas.

16. Cross-Cultural Considerations
 The way a problem is defines is
dependent on the cultural lens through
which it is observed.
 Chain of command in the organization.
 How the decission is processed.
 Power Distance.
 Collectivism-Individualism.

17. Decisional Conflict as Sources
of Stress
 Intense conflicts are likely to occur when
one has to make an important decision.
 The person usually experiences
hesitation, vacillation, uncertaintu, or an
overall unpleasant feeling of distress.
Symptoms:
-Apprehensiveness.
-Desire to escape.
-Self-blame.

18. Conclusion.
 It’s really important to be aware of the
obstacles that presents within a decision
and how to overpass them. Is also really
important to know how to make a good
decision and to have al the tools to take
it by the optimal way. Everyday we take
decisions at all moments, but is
important to know how to take them so
furthermore we can seize the best
benefits of our acts.