The document discusses the process of decision making. It defines decision making as the selection from two or more alternatives based on criteria. It then outlines a 10 step process for decision making: 1) Identify the problem 2) Diagnose the problem 3) Collect and analyze relevant information 4) Discover alternative courses of action 5) Analyze the alternatives 6) Screen the alternatives 7) Select the best alternative 8) Implement the decision 9) Verify the decision was properly implemented 10) Evaluate the outcome of the decision. The goal is to select the alternative that provides the maximum benefits to the organization.
This document discusses problem solving and decision making for managers. It begins by defining a problem as a discrepancy between ideal and actual conditions, and a decision as choosing among alternatives. It then outlines the key steps in the decision making process, which includes: 1) defining the problem, 2) identifying limiting factors, 3) developing potential alternatives, 4) analyzing alternatives, 5) selecting the best alternative, 6) implementing the decision, and 7) establishing control and evaluation. Finally, it emphasizes that developing high quality decisions requires following a structured process to thoroughly consider alternatives and make the best choice given available resources and constraints.
The document discusses decision making as the essence of a manager's job. It outlines the 8 step decision making process that managers should follow, including identifying problems, criteria, alternatives, and evaluating outcomes. Decision making involves both rational and bounded rational approaches. Intuition also plays a role by complementing rational analysis. Managers must make both programmed and non-programmed decisions depending on how structured the problem is. Decisions can occur under conditions of certainty, risk or uncertainty.
In the age of speed, making decisions quickly is critical to project success. This presentation considers the decision making process, decision making styles, and how to focus and tailor discussions to arrive at meaningful decisions quickly.
The document discusses concepts related to decision making. It defines decision making as choosing among options to achieve objectives in a given situation. Decisions are complex due to risks and tradeoffs. Rational decisions effectively achieve goals while considering constraints. Methods for evaluating decisions include optimization techniques, payoff analysis, and decision tree analysis. Sensitivity analysis assesses how sensitive outcomes are to changes in variables. Goal seeking analysis determines what variable values achieve a specified goal. Personal behaviors also influence decision making outcomes.
DECISION MAKING
Individual decision making
Decision –making is the “selection of a course of action from among alternatives; it is the core of planning.” - Koontz and Weihrich
Decision-making means selecting a course of action out of alternative courses to solve a problem. Decisions may be major or minor, strategic or operational, long-term or short-term. They are made for each functional area at each level. The importance of decisions, however, varies at each level.
Decision making is a modest attempt to match environmental opportunities with organisation’s strengths. It is based on forecasts and assumptions about environmental factors.
FEATURES OF DECISION MAKING
Identify the Problem
Diagnose the Problem
Establish Objectives
Collect Information
Generate Alternatives
Evaluate Alternatives
Select the Alternatives
Implement the Alternative
Monitor the Implementation
TYPES OF DECISIONS
TECHNIQUES OF DECISION MAKING
Linear programming
Simulation
Probability theory
Decision tree
Queuing theory
Gaming theory
Network theory
Modern techniques for making programmed decisions:
Creative Techniques
i. Brainstorming
ii. Nominal Group Technique
This document discusses various aspects of decision making, including:
1. The difference between programmed and non-programmed decisions, with most managers making more programmed decisions.
2. The three conditions of decision making - certainty, risk, and uncertainty - and that risk is the most common condition.
3. The traditional economic model assumes decisions are made under certainty while the behavioral model recognizes bounded rationality under conditions of risk and uncertainty.
4. Key concepts in the behavioral model include satisficing, heuristics, and biases that can influence decision making.
This document discusses various aspects of decision making including:
1. It defines decision making as choosing the best alternative to reach objectives and notes managers make many decisions daily.
2. It describes rational decision making as a 8-step process including identifying the problem, criteria, alternatives, and evaluating decisions.
3. Decision making can be rational but is often bounded rationality due to limits in information processing. Intuition and satisficing may also influence decisions.
4. Decisions vary in structure from well-defined to ambiguous problems influencing whether a programmed or nonprogrammed approach is taken.
Managers make both programmed and non-programmed decisions. Programmed decisions involve familiar problems that can be solved through established procedures or policies. Non-programmed decisions involve novel problems that require unique solutions. The rational decision-making process involves identifying the problem, criteria for evaluating alternatives, developing and analyzing alternatives, selecting an alternative, implementation, and evaluation. However, managers face limits on their rationality due to bounded rationality and may rely more on intuition for uncertain or complex problems. Common decision-making biases can negatively impact the quality of decisions if not addressed.
This document discusses problem solving and decision making for managers. It begins by defining a problem as a discrepancy between ideal and actual conditions, and a decision as choosing among alternatives. It then outlines the key steps in the decision making process, which includes: 1) defining the problem, 2) identifying limiting factors, 3) developing potential alternatives, 4) analyzing alternatives, 5) selecting the best alternative, 6) implementing the decision, and 7) establishing control and evaluation. Finally, it emphasizes that developing high quality decisions requires following a structured process to thoroughly consider alternatives and make the best choice given available resources and constraints.
The document discusses decision making as the essence of a manager's job. It outlines the 8 step decision making process that managers should follow, including identifying problems, criteria, alternatives, and evaluating outcomes. Decision making involves both rational and bounded rational approaches. Intuition also plays a role by complementing rational analysis. Managers must make both programmed and non-programmed decisions depending on how structured the problem is. Decisions can occur under conditions of certainty, risk or uncertainty.
In the age of speed, making decisions quickly is critical to project success. This presentation considers the decision making process, decision making styles, and how to focus and tailor discussions to arrive at meaningful decisions quickly.
The document discusses concepts related to decision making. It defines decision making as choosing among options to achieve objectives in a given situation. Decisions are complex due to risks and tradeoffs. Rational decisions effectively achieve goals while considering constraints. Methods for evaluating decisions include optimization techniques, payoff analysis, and decision tree analysis. Sensitivity analysis assesses how sensitive outcomes are to changes in variables. Goal seeking analysis determines what variable values achieve a specified goal. Personal behaviors also influence decision making outcomes.
DECISION MAKING
Individual decision making
Decision –making is the “selection of a course of action from among alternatives; it is the core of planning.” - Koontz and Weihrich
Decision-making means selecting a course of action out of alternative courses to solve a problem. Decisions may be major or minor, strategic or operational, long-term or short-term. They are made for each functional area at each level. The importance of decisions, however, varies at each level.
Decision making is a modest attempt to match environmental opportunities with organisation’s strengths. It is based on forecasts and assumptions about environmental factors.
FEATURES OF DECISION MAKING
Identify the Problem
Diagnose the Problem
Establish Objectives
Collect Information
Generate Alternatives
Evaluate Alternatives
Select the Alternatives
Implement the Alternative
Monitor the Implementation
TYPES OF DECISIONS
TECHNIQUES OF DECISION MAKING
Linear programming
Simulation
Probability theory
Decision tree
Queuing theory
Gaming theory
Network theory
Modern techniques for making programmed decisions:
Creative Techniques
i. Brainstorming
ii. Nominal Group Technique
This document discusses various aspects of decision making, including:
1. The difference between programmed and non-programmed decisions, with most managers making more programmed decisions.
2. The three conditions of decision making - certainty, risk, and uncertainty - and that risk is the most common condition.
3. The traditional economic model assumes decisions are made under certainty while the behavioral model recognizes bounded rationality under conditions of risk and uncertainty.
4. Key concepts in the behavioral model include satisficing, heuristics, and biases that can influence decision making.
This document discusses various aspects of decision making including:
1. It defines decision making as choosing the best alternative to reach objectives and notes managers make many decisions daily.
2. It describes rational decision making as a 8-step process including identifying the problem, criteria, alternatives, and evaluating decisions.
3. Decision making can be rational but is often bounded rationality due to limits in information processing. Intuition and satisficing may also influence decisions.
4. Decisions vary in structure from well-defined to ambiguous problems influencing whether a programmed or nonprogrammed approach is taken.
Managers make both programmed and non-programmed decisions. Programmed decisions involve familiar problems that can be solved through established procedures or policies. Non-programmed decisions involve novel problems that require unique solutions. The rational decision-making process involves identifying the problem, criteria for evaluating alternatives, developing and analyzing alternatives, selecting an alternative, implementation, and evaluation. However, managers face limits on their rationality due to bounded rationality and may rely more on intuition for uncertain or complex problems. Common decision-making biases can negatively impact the quality of decisions if not addressed.
The fiction of optimization and deliberate practice, A Decision/Action Model ...Larry Paul
A Decision/Action Model for Soccer – Pt 11, The Fiction of Optimization and Deliberate Practice, Removing Barriers to Expertise.
“The perfect is the enemy of the good” – Voltaire
“A good plan violently executed now is better than a perfect plan executed next week.” - George Patton
“The concept of optimization relies on a number of assumptions. These assumptions are very restrictive. I have not met any decision researcher or analyst who believes that these assumptions will be met in any setting, with the possible exception of the laboratory or the casino… In the majority of field settings, there is no way to determine if a decision choice is optimal owing to time pressure, uncertainty, illdefined goals, and so forth.” Gary Klein
The decision making and problem solving modelsKaren S.
The document discusses decision making models and approaches. It covers:
1. The definition of decision making as the process of selecting between alternatives. Decision making can involve different methods.
2. Types of decisions including personal vs organizational, basic vs routine, and programmed vs non-programmed.
3. Decision making approaches used at different levels including intuition, rational analysis, strategic planning, think tanks, devil's advocate, and focus groups.
The document discusses tactical decision making and planning, outlining analytical and intuitive decision making models and an 8-step planning process. It also covers developing operations orders, with a focus on the 5 paragraph order format which includes the situation, mission, execution plan, support/logistics, and command/communications. Key aspects of crisis leadership like flexibility, innovation, and empowerment are also addressed.
The root causes were identified as Mary leaving the stove unattended while frying chicken to chat with a friend, the smoke detector not alerting Mary soon enough to the fire starting, and the uncharged fire extinguisher preventing Mary from quickly putting out the small fire when she discovered it. Recommendations included not leaving cooking unattended, installing smoke detectors with faster detection times, and ensuring fire extinguishers are properly maintained and charged.
This document provides an overview of employee engagement from an evidence-based management perspective. It discusses the rise of employee engagement in practice and explores some key questions about what engagement means, how it can be measured, whether it predicts important outcomes, and if/how it can be improved. However, the document finds there is little high-quality evidence available to answer these important practical questions about engagement. It cautions that management fads and biases can influence practices more than evidence, and highlights the need for more rigorous research on engagement.
This document summarizes key aspects of decision making discussed in a lecture on principles of management. It defines decision making as choosing from two or more alternatives. It then outlines the eight step decision making process as identifying a problem, criteria, weights, alternatives, analysis, selection, implementation, and evaluation. It discusses types of problems and decisions as structured vs unstructured. It also covers decision making conditions of certainty, risk and uncertainty. Finally, it discusses biases that can influence decision making.
This document discusses decision making and problem solving. It begins by defining decision making as choosing between alternatives. It then describes the classical model of rational decision making, involving gathering all information to logically choose the best alternative. However, the document notes that in reality, decisions are influenced by bounded rationality, incomplete information, political forces, intuition, and escalation of commitment. Group decision making is discussed, including advantages like more information but also disadvantages like compromise and groupthink.
This chapter discusses perception, attribution theory, decision-making, and creativity. It defines perception and factors influencing it. Attribution theory and its three determinants are explained. Shortcuts like selective perception and stereotyping in judging others are identified. Decision-making models like rational and bounded rationality are contrasted, as are common decision biases. Individual and organizational influences on decision-making are also reviewed. Creativity is defined and a three-component model is discussed.
The document discusses how to present a business case and make choices. It outlines a problem-solving model that involves defining the problem and criteria, evaluating alternatives through non-financial and financial analysis, making a choice, and implementing a plan with follow up. The document provides guidance on evaluating alternatives both financially and non-financially. It emphasizes the importance of planning implementation, controlling results through variance analysis, and effectively presenting the business case.
1. The document discusses various aspects of decision making including definitions of decision and decision making, the decision making process, and styles of decision making.
2. It describes the typical 7 step process of decision making as identifying objectives, problems, alternatives, evaluating alternatives, choosing an alternative, taking action, and providing feedback.
3. The document also compares individual and group decision making, noting factors like the nature of the problem, time availability, decision quality, and climate that determine whether individual or group decision making is preferred.
The document discusses three models of decision making: 1) the rational decision-making model which assumes complete information and the highest payoff option can be identified, 2) the bounded rationality model which seeks the best solution given limited available information as people can only process a limited amount of data, and 3) the intuition model where quick decisions are made based on past experiences but relying solely on intuition is not recommended and should be supplemented with evidence and judgment.
Managerial decision making involves cutting off undesirable alternatives to select the best option. It is a complex process that requires analyzing problems, developing alternative solutions, and selecting and implementing a desired alternative. There are different models of decision making, including the classical, administrative, and political models, that take different approaches depending on factors like the level of certainty, risk, and organizational goals. Effective decision making follows a process of defining the problem, gathering information, developing and analyzing alternatives, selecting the best option, and evaluating outcomes.
The document discusses why smart people make bad decisions and provides strategies to overcome judgment biases when problem solving. It outlines common problem solving myths and cognitive biases like availability bias, confirmation bias, and overconfidence bias that can negatively impact decision making. The document also presents frameworks for ethical and effective problem solving, including defining the problem, assessing stakeholders, using tools like affinity diagrams, and considering alternatives while avoiding rationalizations.
This document discusses decision making and the decision making process. It describes two main types of decisions - programmed decisions which are routine and non-programmed decisions which are unique. The decision making process involves 8 steps - defining the problem, identifying criteria, allocating weights, developing alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating its effectiveness. Various factors that influence decision making are also outlined such as types of problems, decision conditions involving certainty, risk and uncertainty, and types of decision makers.
Perception and individual decision making are influenced by biases and shortcuts. People rely on bounded rationality to simplify complex problems. Decisions are affected by organizational constraints, culture, and ethics. To improve decision making, one should be aware of biases, combine analysis with intuition, and enhance creativity.
Mgt 350 guide 1 3) When facing a critical decision, a manager should use cri...ramyapungr
3) When facing a critical decision, a manager should use critical thinking in order to ______ uncertainty
A. eliminate
B. increase
C. reduce
D. randomize
Decision making is a key management function that involves choosing between alternatives. There are different types of decisions like mechanistic, analytical, and judgmental. Effective decision making follows principles like considering alternatives and limitations. Decisions can be strategic, administrative, or operational. Decentralization distributes authority so managers can make job-related decisions, while balancing centralized controls and measurements. This allows top management to focus on goals and strategies, while developing managers' abilities through responsibility.
This document discusses decision making, including its meaning, definition, and process. Decision making is defined as selecting a course of action from alternatives based on criteria. The decision making process involves 6 steps: 1) identifying the problem, 2) gathering information, 3) identifying alternatives, 4) analyzing alternatives, 5) choosing the best alternative, and 6) reviewing the decision. The document also discusses types of decisions like programmed/non-programmed and routine/strategic. Finally, it outlines four approaches to decision making: intuition, structural, incremental, and opportunistic.
Importance & Steps in Decision Making_Parakramesh Jaroli_Pacific UniversityParakramesh Jaroli
The document discusses the importance and steps of decision making. It states that decision making is important for performing management functions like planning, organizing, directing and controlling. It also allows managers to solve problems, limit risks, utilize resources optimally and achieve objectives. The key steps in decision making are: 1) identifying problems, 2) diagnosing problems, 3) establishing objectives, 4) identifying constraints, 5) finding alternatives, 6) evaluating alternatives, 7) selecting an appropriate alternative, and 8) implementing the decision. Effective decision making is essential for the success of management and organizations.
The fiction of optimization and deliberate practice, A Decision/Action Model ...Larry Paul
A Decision/Action Model for Soccer – Pt 11, The Fiction of Optimization and Deliberate Practice, Removing Barriers to Expertise.
“The perfect is the enemy of the good” – Voltaire
“A good plan violently executed now is better than a perfect plan executed next week.” - George Patton
“The concept of optimization relies on a number of assumptions. These assumptions are very restrictive. I have not met any decision researcher or analyst who believes that these assumptions will be met in any setting, with the possible exception of the laboratory or the casino… In the majority of field settings, there is no way to determine if a decision choice is optimal owing to time pressure, uncertainty, illdefined goals, and so forth.” Gary Klein
The decision making and problem solving modelsKaren S.
The document discusses decision making models and approaches. It covers:
1. The definition of decision making as the process of selecting between alternatives. Decision making can involve different methods.
2. Types of decisions including personal vs organizational, basic vs routine, and programmed vs non-programmed.
3. Decision making approaches used at different levels including intuition, rational analysis, strategic planning, think tanks, devil's advocate, and focus groups.
The document discusses tactical decision making and planning, outlining analytical and intuitive decision making models and an 8-step planning process. It also covers developing operations orders, with a focus on the 5 paragraph order format which includes the situation, mission, execution plan, support/logistics, and command/communications. Key aspects of crisis leadership like flexibility, innovation, and empowerment are also addressed.
The root causes were identified as Mary leaving the stove unattended while frying chicken to chat with a friend, the smoke detector not alerting Mary soon enough to the fire starting, and the uncharged fire extinguisher preventing Mary from quickly putting out the small fire when she discovered it. Recommendations included not leaving cooking unattended, installing smoke detectors with faster detection times, and ensuring fire extinguishers are properly maintained and charged.
This document provides an overview of employee engagement from an evidence-based management perspective. It discusses the rise of employee engagement in practice and explores some key questions about what engagement means, how it can be measured, whether it predicts important outcomes, and if/how it can be improved. However, the document finds there is little high-quality evidence available to answer these important practical questions about engagement. It cautions that management fads and biases can influence practices more than evidence, and highlights the need for more rigorous research on engagement.
This document summarizes key aspects of decision making discussed in a lecture on principles of management. It defines decision making as choosing from two or more alternatives. It then outlines the eight step decision making process as identifying a problem, criteria, weights, alternatives, analysis, selection, implementation, and evaluation. It discusses types of problems and decisions as structured vs unstructured. It also covers decision making conditions of certainty, risk and uncertainty. Finally, it discusses biases that can influence decision making.
This document discusses decision making and problem solving. It begins by defining decision making as choosing between alternatives. It then describes the classical model of rational decision making, involving gathering all information to logically choose the best alternative. However, the document notes that in reality, decisions are influenced by bounded rationality, incomplete information, political forces, intuition, and escalation of commitment. Group decision making is discussed, including advantages like more information but also disadvantages like compromise and groupthink.
This chapter discusses perception, attribution theory, decision-making, and creativity. It defines perception and factors influencing it. Attribution theory and its three determinants are explained. Shortcuts like selective perception and stereotyping in judging others are identified. Decision-making models like rational and bounded rationality are contrasted, as are common decision biases. Individual and organizational influences on decision-making are also reviewed. Creativity is defined and a three-component model is discussed.
The document discusses how to present a business case and make choices. It outlines a problem-solving model that involves defining the problem and criteria, evaluating alternatives through non-financial and financial analysis, making a choice, and implementing a plan with follow up. The document provides guidance on evaluating alternatives both financially and non-financially. It emphasizes the importance of planning implementation, controlling results through variance analysis, and effectively presenting the business case.
1. The document discusses various aspects of decision making including definitions of decision and decision making, the decision making process, and styles of decision making.
2. It describes the typical 7 step process of decision making as identifying objectives, problems, alternatives, evaluating alternatives, choosing an alternative, taking action, and providing feedback.
3. The document also compares individual and group decision making, noting factors like the nature of the problem, time availability, decision quality, and climate that determine whether individual or group decision making is preferred.
The document discusses three models of decision making: 1) the rational decision-making model which assumes complete information and the highest payoff option can be identified, 2) the bounded rationality model which seeks the best solution given limited available information as people can only process a limited amount of data, and 3) the intuition model where quick decisions are made based on past experiences but relying solely on intuition is not recommended and should be supplemented with evidence and judgment.
Managerial decision making involves cutting off undesirable alternatives to select the best option. It is a complex process that requires analyzing problems, developing alternative solutions, and selecting and implementing a desired alternative. There are different models of decision making, including the classical, administrative, and political models, that take different approaches depending on factors like the level of certainty, risk, and organizational goals. Effective decision making follows a process of defining the problem, gathering information, developing and analyzing alternatives, selecting the best option, and evaluating outcomes.
The document discusses why smart people make bad decisions and provides strategies to overcome judgment biases when problem solving. It outlines common problem solving myths and cognitive biases like availability bias, confirmation bias, and overconfidence bias that can negatively impact decision making. The document also presents frameworks for ethical and effective problem solving, including defining the problem, assessing stakeholders, using tools like affinity diagrams, and considering alternatives while avoiding rationalizations.
This document discusses decision making and the decision making process. It describes two main types of decisions - programmed decisions which are routine and non-programmed decisions which are unique. The decision making process involves 8 steps - defining the problem, identifying criteria, allocating weights, developing alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating its effectiveness. Various factors that influence decision making are also outlined such as types of problems, decision conditions involving certainty, risk and uncertainty, and types of decision makers.
Perception and individual decision making are influenced by biases and shortcuts. People rely on bounded rationality to simplify complex problems. Decisions are affected by organizational constraints, culture, and ethics. To improve decision making, one should be aware of biases, combine analysis with intuition, and enhance creativity.
Mgt 350 guide 1 3) When facing a critical decision, a manager should use cri...ramyapungr
3) When facing a critical decision, a manager should use critical thinking in order to ______ uncertainty
A. eliminate
B. increase
C. reduce
D. randomize
Decision making is a key management function that involves choosing between alternatives. There are different types of decisions like mechanistic, analytical, and judgmental. Effective decision making follows principles like considering alternatives and limitations. Decisions can be strategic, administrative, or operational. Decentralization distributes authority so managers can make job-related decisions, while balancing centralized controls and measurements. This allows top management to focus on goals and strategies, while developing managers' abilities through responsibility.
This document discusses decision making, including its meaning, definition, and process. Decision making is defined as selecting a course of action from alternatives based on criteria. The decision making process involves 6 steps: 1) identifying the problem, 2) gathering information, 3) identifying alternatives, 4) analyzing alternatives, 5) choosing the best alternative, and 6) reviewing the decision. The document also discusses types of decisions like programmed/non-programmed and routine/strategic. Finally, it outlines four approaches to decision making: intuition, structural, incremental, and opportunistic.
Importance & Steps in Decision Making_Parakramesh Jaroli_Pacific UniversityParakramesh Jaroli
The document discusses the importance and steps of decision making. It states that decision making is important for performing management functions like planning, organizing, directing and controlling. It also allows managers to solve problems, limit risks, utilize resources optimally and achieve objectives. The key steps in decision making are: 1) identifying problems, 2) diagnosing problems, 3) establishing objectives, 4) identifying constraints, 5) finding alternatives, 6) evaluating alternatives, 7) selecting an appropriate alternative, and 8) implementing the decision. Effective decision making is essential for the success of management and organizations.
Decision-making is regarded as the cognitive process resulting in the selection of a belief or a course of action among several possible alternative options. It could be either rational or irrational. The decision-making process is a reasoning process based on assumptions of values, preferences and beliefs of the decision-maker.[1] Every decision-making process produces a final choice, which may or may not prompt action.
Decision-making is an important leadership skill because it helps managers. Effective decisions can save time and propel work projects forward, increasing employee productivity.
The document discusses key aspects of effective decision making. It identifies decision making as a process, not a single act, involving identifying problems, developing alternatives, implementing solutions, and evaluating outcomes. Effective decision making processes focus on important issues, use logical consistency, blend analytical and intuitive thinking styles, and gather only necessary information. Both structured, routine decisions and unstructured, unique decisions are discussed.
1. Decision making involves identifying problems, gathering relevant information, identifying alternatives, weighing the evidence, choosing among alternatives, taking action, and reviewing the decision. It is a continuous process that aims to solve problems and meet goals.
2. Effective communication of decisions and participation in decision making from concerned individuals can improve the decision making process. Decisions must be clearly conveyed and input should be gathered from those affected.
3. There are various types of decisions including programmed vs non-programmed, organizational vs personal, major vs minor, and individual vs group decisions. Different decision types are handled differently within an organization.
The document describes various aspects of the managerial decision-making process, including the rational-economic and behavioral models of decision making. It discusses the seven steps in the decision-making process, concepts related to bounded rationality and escalation of commitment. Group decision making techniques like brainstorming and nominal group technique are described, as well as tools for strategic decision making like the growth-share matrix.
Managerial decision making involves analyzing opportunities and threats and deciding on goals and courses of action. Decisions can occur during opportunities to improve performance or threats from adverse events. There are programmed routine decisions and non-programmed unusual decisions. Decision styles include directive, analytic, conceptual, and behavioral. Quantitative techniques aid decision making. Individual decision making follows a classical model of listing alternatives and consequences or an administrative model considering bounded rationality and incomplete information. Group decision making has advantages like reducing bias but disadvantages like potential for bias from influential members. Effective decision making focuses on priorities, is logical and blends thinking styles, uses sufficient but not excessive information, and guides an informed process.
This document discusses decision making in business management. It defines decision making as identifying problems and finding alternatives to solve them. Managers must make various decisions to ensure the organization runs smoothly. The decision making process involves identifying the problem, forming alternatives, analyzing the alternatives, selecting the best alternative, and evaluating the results. Decision making authority depends on the scope and level of the decision. Techniques for decision making include brainstorming, nominal group technique, and Delphi technique.
This document outlines decision making and problem solving processes. It defines decision making as choosing between alternatives with uncertain outcomes, and identifies three types of management decisions: strategic, administrative, and operational. The decision making process involves determining goals, identifying problems/opportunities, exploring alternatives, evaluating options, choosing an alternative, implementing it, and evaluating results. Barriers to effective decision making include inadequate fact finding, time constraints, poor communication, and failure to systematically follow the decision making steps. Qualities of successful decision makers include courage, sensitivity, energy, and creativity. Problem solving is defined as thinking directed at handling a particular situation by forming and selecting responses. The problem solving cycle involves understanding the problem, devising a strategy, implementing the
This document discusses decision making and problem solving. It defines key terms like performance deficiency, problem solving, and decision. It describes different problem solving approaches, thinking styles, and managerial decision types. It also outlines the five steps of the decision making process - identify the problem, generate solutions, choose an action, implement, and evaluate. Finally, it covers individual versus group decision making.
The document discusses various aspects of decision making. It defines decision making as choosing one alternative from among options. It describes the decision making process as recognizing the need for a decision, identifying alternatives, choosing the best option, and implementing it. Decision making can occur under certainty, risk, or uncertainty. Rational models of decision making propose a logical, step-by-step process while behavioral models recognize limitations and biases that influence decisions. Political forces, intuition, escalation of commitment, risk tolerance, and ethics also shape organizational decision making.
This document discusses decision making in management. It defines decision making as identifying problems and opportunities to resolve them. Managers must generate alternatives, evaluate them, choose one, implement it, and learn from the results. The document outlines common decision making biases that can lead to poor decisions. It also discusses advantages and disadvantages of group decision making. Overall, the document emphasizes that decision making is a key part of management and outlines best practices for promoting effective decision making.
This document discusses decision making models and processes. It begins by defining decision making and listing common decision making models, including the rational model, bounded rational model, and emotional model. It then discusses types of decisions, conditions for decision making, goals in decision making, decision making skills, and quantitative versus qualitative decisions. Finally, it outlines the typical 7 step rational decision making process and discusses techniques for group decision making such as brainstorming, the nominal group technique, the Delphi technique, and electronic meetings.
The document discusses various aspects of decision making including:
1. The decision making process involves 7 stages - identifying the problem, criteria, alternatives, analysis, selection, implementation and evaluation.
2. There are different models of decision making like the rational model which uses optimization and bounded rationality which uses satisficing.
3. Decision styles can be reflexive, reflective or consistent. The consistent style balances rushing and wasting time.
4. Key steps in organizational decision making involve outlining goals, gathering data, brainstorming alternatives, analyzing pros and cons, making the decision, taking action and learning from the process.
Managers make two types of decisions: programmed and non-programmed. Programmed decisions are repetitive and involve structured problems with clear goals and available information. Non-programmed decisions are unique, less frequent decisions that involve unstructured problems with ambiguous goals and information. The decision-making process involves identifying problems, developing alternative solutions, evaluating those alternatives, and making a choice. Effective decision-making is logical, consistent, straightforward, reliable, flexible, and uses only necessary information and analysis. Decision-making risk depends on certainty of information and predictability of outcomes, ranging from minimal risk under certainty to highest risk under uncertainty.
The document outlines the decision making process in organizations. It discusses (1) recognizing and defining problems, identifying alternatives, choosing a preferred course of action, implementing it, and evaluating results; (2) programmed vs nonprogrammed and major vs minor decisions; (3) conditions that can lead to decision failure like risk, uncertainty, and ambiguity; (4) rational perspectives on decision making; (5) the six step managerial decision making process of recognizing a need, generating alternatives, evaluating them, choosing, implementing, and learning from feedback. It also covers individual, group, organizational and metaorganizational decision making as well as methods for group decision making.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
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تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...
127508140 management-concept
1. DECISION MAKING
Introduction:
Decision making is also one of the functions of the management
The management Executive take a number of decisions every day
They are not able to discharge their duties without taking any decision
A decision may be a direction to others to do or not to do thus a decision may be
rational or irrational
The success of management depends upon the quality of decision
Emotional decision leads to a lot of confusion so, the decision making is an important
work of the superiors.
Definition:
George R. Terry “Decision making is the selection based on some criteria from two or more possible
alternative.”
Process of decision making
Introduction:
Decision making is not an easy job
A decision making is affected by a number of factors. So, the manager can take
good decisions by adopting a procedure
A manager may not be able to take good decision if he fails to follow a
sequential set of steps
The decision making process depends upon the nature of problem and the
nature of organization.
The following is the simple process followed in taking a decision in normal situation
1. Identification of a problem:-
Identification of a problem means recognition of a problem. Problem
arises due to difference between what is and what should be
The changes of business environment from the main reason for creating
of a problem
Then, the manager should find the causes of a problem. This is not an
easy job. Finding of causes of a problem is used to take quality decision.
The manager should continuously watch the decision making
environment and understand the real problem and its causes
2. Diagnosing the problem:-
2. There is a slight difference between problem identification and
diagnosing the problem
A doctor can diagnose the disease of a patient, a patient cannot find
out what is the real disease. But a doctor can do so with the
information given by a patient. Information is very useful to the
doctor
In management, the manager is acting as a doctor while diagnosing
the problem.
3. Collect and analyses the relevant information:-
The next step is that required at various levels information
should be collected by a manager. Then the manager has to
study the information with great care .it is very useful to analyze
the problem from different angles.
The manager should see that only relevant in information alone
is collected and analyzed.
4. Discovery of alternative course of action:-
Creative thinking is necessary to develop or discover many
alternative course of action if there is no need of taking a
decision.
If there are more and more of alternatives, the manager will
have more freedom to take a decision.
A problem can be solved in many ways at the same time; a
solved problem should not arise again in the future.
5. Analyzing the alternative:-
Next the procedure and continues of available alternatives are
analyzed.
Some alternative offer maximum benefit than others.
An alternative is employed with other alternatives the
decision maker can prepare a list of limits for each alternative.
6. Screening of alternative:-
The available alternatives are screened in the order of maximum
benefit derived from them.
Each alternative is evaluated in terms of risk involved in
implementing them. Both tangible and intangible factors are
considered while evaluating or screening each alternative.
3. Tangible factors include profits earned, time taken, money
invested, rate of returns on investment, rate of depreciation
etc..,
Intangible factors include public relations, goodwill of
company, loyalty of employees etc..,
7. Selection of best alternative:-
Now, the decision maker can select the best alternative after
careful evaluation.
An alternative which gives maximum benefits to the
organization is selected.
At the same time, the selected alternative should fit with the
organizational objectives.
The following approaches may be adopted while selecting an
alternative
A. Experience.
B. Experimentation.
C. Research and analysis.
8. Conversion of decision into action:-
The future course of action is scheduled on the basis
of selected alternative or decision. Here the manager
has to consider the policy of the management.
The selected alternative decision is communicated to
concerned persons. This communication facilities easy
implementation of decision. The language of decision
should be simple and easily understandable.
9. Implementation:-
Next, the manager has to implement decision to
achieve desired goals.
Decision making process comes to an end with the
actual implementation is equally important to the
selection of alternatives.
Implementation plan should provide for time and
procedure sequence. Necessary resources should
4. also be allocated and responsibility for specific
tasks should be assigned to individual.
10. Verifying the decision:-
It is duty of every manager to see whether the
decision is properly implemented or not.
Verification of implementation of decision
ensures the achievement of objectives.
The selected alternative may be an ill-chosen one
and might cause loss to the organization.
This can be measured with the help of verifying
the decision if the manager feels that the
selected alternative is not the best one; an
amendment may be made to achieve desired
goals.
Models and techniques:-
A quality decision may be taken by the manager if he adopts certain principles.
These principles are discussed below.
1. Marginal theory of decision making:-
Many economist have suggested marginal theory of
decision making
They believe that a business is started to earn profits
A manager must take a decision which results in
maximizing the profits. Therefore, economists argue
that the very purpose of an organization is aimed at
maximizing profits.
Decision making should be based on marginal analysis.
Here the manager adopts the principle of law of
diminishing returns. If the management appoints
additional labor and uses additional capital, the
production may be increased proportionately at
reduced rates.
This marginal principle is applied while taking decisions
taking to sales, advertisement, promotion, training and
the like.
2. Mathematical theory:-
5. Venture analysis, game theory, probability theory and
waiting theory are some of the mathematical theories. A
manager takes a decision on the basis of mathematical
theory. Mathematical theory gives scientific approach to
the manager while taking a decision.
3. Psychological theory:-
A manager takes a decision on the basis of this aspiration,
technological skills, personality, and social status.
Though the manager is expected to take a decision confined
to the scope of his responsibility and authority, there is an
impact of psychology over the decision. The reason is that
decision making is a mental process.
4. Principal of alternative:-
If there is only on alternative to solve a problem, there is no
need of taking a decision.
Decision is a selection process. The entire alternative are
evaluated and screened in the order of their usefulness.
Finally, the best alternative is selected according to the
circumstances and purpose.
5. Principle of limiting factors:-
The fundamentals of a problem are studied. An inference or
a conclusion is drawn on the study; the manager takes a
decision with the help of decision with the help of
conclusion or inference.
The decision may be based on a limiting factor. The limiting
factor may be time, cost or resources. Decisions are
supposed to be good and the limiting factor is considered
while taking a decision. The reason is that this decision can
be implemented in a particular situation.
6. Principle of participation:-
This principle is based on human behavior and
human relationship. Each and every person wants to be
treated as an important person. So the management may
allow the employees to have a say in the process of
decision making.
6. MANAGEMENT BY OBJECTIVES
Meaning of objectives:-
Every institution or organization is established for the purpose of
achieving some objectives
An individual, who starts a business, has the objective of earning
profits.
A charitable institution, which starts school and colleges, has the
objective of rendering service to the public in the field of education.
So, the objective may differ from one organization to another
organization. But anyhow, each organization has its own objectives
Management by objectives (MBO)
MBO is a management system in which each member of the
organization effectively participates and involves himself.
This system gives full scope to the individual strength and responsibility.
It creates self control and motivates the manager into action before
somebody tells him to do something.
MBO is a system where in the superior and the sub ordinate manager’s
of on organization jointly identifies its common goals.
Process of MBO
The MBO process is characterized by the balance of objectives of the organisatioin
and individual. The process of MBO is explained below.
1. Defining organizational objectives:-
o Initially organizational objectives are framed by the top level employees
of on organization then, it moves downwards.
o The definition of organizational objectives states why the business is
started and exists.
o First long term objectives are framed short term objectives are framed
taking into account the feasibility of achieving the long term objectives.
2. Goals of each section:-
o Objectives for each section, department or division are framed on the
basis of overall objectives of the organization.
o Period with in which these objectives should be achieved is also fixed.
o Goals or objectives are expressed in a meaning full manner
7. 3. Fixing key result area:-
o Key result areas are fixed on the basis on the basis of
organizational objectives premises.
o Key result areas (KRA) are arranged on a priority basis.
o KRA indicate the strength of an organization.
o The examples of KRA are profitability, market standing innovation
etc…,
4. Setting subordinate objectives or target:-
o The objective of each subordinate or individual are fixed.
o It is preferable to fix the objectives at lower level in quantitative
units.
o There should be a free and frank discussion between the superior
and his subordinate.
5. Matching resources with objectives:-
o The objectives are framed on the basis of availability of resources.
o If certain resources (technical personnel or scarce raw material)
are not adequately available, the objectives of an organization are
changed accordingly.
Benefits of MBO:-
The benefit of MBO are explained below
1) Managers are involved in objectives setting at various level of management
under MBO and this commitment ensures hard work to achieve them.
2) MBO process helps the managers to understand their role in the total
organization.
3) Manager recognizes the need for planning and appreciates the planning.
4) MBO provides a foundation for participative management sub ordinates are
also involved in goal setting.
5) Systematic evaluation of performance is made with the help of MBO.
6) MBO motivates the workers by job enrichment and makes the jobs
meaningful.
8. Problems and limitations of MBO:-
The problems and limitations MBO arises due to the application of
the MBO these are discussed below.
1 .MBO fails to explain the philosophy:-
Most of the executives do not know how MBO workers,
What is MBO and why is MBO necessary and how
participants can benefit by MBO.
2. MBO is a time consuming process:-
Much time is needed by senior people for framing the
MBO.
Next, it leads to heavy expenditure some times, manager
and frost rated over MBO, MBO requires heavy paper
work.
3. MBO only on short-term objectives:-
MBO emphasizes only on short term objectives and does not
consider the long term objectives
4. Goal setting problem:-
The status of subordinates is necessary for proper objectives
setting, but this is not possible in the process of MBO.
9. POLICY FORMULATION
Meaning of policy:-
Policy is a norm or guideline which is used to take a decision for achieving
objectives in consideration of the organizational climate.
Definition:-
L.M Prasad define policy “A policy is the statement or general understanding which
provides guidelines in decision making to member of on organization in respect to any course of
action.”
Formulation of policy:-
The process of policy formulation involves the following steps.
i. Identification of area :-
Management has to identify the area of the policy. In other
words, areas have to be finding out for which the policy is to be
for which the policy is to be formulated.
Even the existing policy may be changed in this manner. A
management could have clear cut idea only after selecting the
area for policy formulation.
ii. Objectives:-
Organizational objectives play a vital role in the formulation of a
policy.
Objectives are foundation for policy formulation.
The reason is that the policy is formulated in order to achieve
the objectives.
iii. Analysis of environment :-
A policy reflects the circumstances under which such a policy is
formulated.
A policy is formulated according to situation. Management tries
to achieve objectives under any situation analyze the
environment before policy formulation.
iv. Corporate analysis:-
Analysis of environment refers to the analysis of external factors
Corporate analysis refers to the analysis of internal factor.
The strength, weaknesses, opportunities and threats of on
organization are taken into account while formulating a policy.
10. This type of analysis gives a clear picture of the functioning of
the organization.
v. Collection of information:-
The next step in the formulation of a policy is the collection
of information.
An intelligent person may be appointed to collect the
information in the case of small organization.
In the cases of big organization or multinational
organization, a committee may be formed and assigned the
duty of collecting the information.
Information can be collected not only from within the
organization but also from outside the organization.
vi. Analyzing the information:-
Collected information may be analyzed to assess the value
of information.
Widespread consultation and discussions are held with for
analyzing the information.
vii. Selection of a policy:-
Management can select anyone of the policies among the
appraised policies which is most suitable to a particular
situation.
The appraisal process of policies facilitates the management
to select or formulate the best policy.
viii. Approval of policy:-
The policy draft should be sent to the top management at
the right time for its approval.
The top management has to approve the policy only after
considering whether a policy represents the objectives of
the organization or not.
ix. Communicating the policy:-
The approved policy should be communicated to the
concerned person.
Besides, an educational programmer may be conducted to
educate the employees as how to apply the new policy.