Decision Making: Decision Making Process, Stages in Decision Making, Individu...Ashish Hande
Decision Making: Decision Making Process, Stages in
Decision Making, Individual and Organizational Decision
Making, Decision Making Models, Information System
support for Decision Making Phases
Decision making, Importance of
Decision-Making, Characteristics of
Decision-Making, Essentials for effective
Decision-Making, Types/ categories of Problems and Decisions, TYPES OF BUSINESS DECISIONS, Open decision making System, Decision Making Environment, The Classical Model of decision making, Decision making process, Decision Making Style
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Decision Making: Decision Making Process, Stages in Decision Making, Individu...Ashish Hande
Decision Making: Decision Making Process, Stages in
Decision Making, Individual and Organizational Decision
Making, Decision Making Models, Information System
support for Decision Making Phases
Decision making, Importance of
Decision-Making, Characteristics of
Decision-Making, Essentials for effective
Decision-Making, Types/ categories of Problems and Decisions, TYPES OF BUSINESS DECISIONS, Open decision making System, Decision Making Environment, The Classical Model of decision making, Decision making process, Decision Making Style
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
3. Decision Making
Decision making is the process of choosing a
course of action for dealing with a problem or
opportunity.
Steps in systematic decision making.
Recognize and define the problem or opportunity.
Identify and analyze alternative courses of action,
and estimate their effects on the problem or
opportunity.
Choose a preferred course of action.
Implement the preferred course of action.
Evaluate the results and follow up as necessary.
4. Phases of Decision making
Process
Intelligence activity
Design activity
Choice activity
5. Stages of decision making
Process
The identification phase
The development phase
The selection phase
6. Decision making Process
Certain decision environments.
Exist when information is sufficient to predict the
results of each alternative in advance of
implementation.
Risk decision environments.
Exist when decision makers lack complete
certainty regarding the outcomes of various
courses of action, but they are aware of the
probabilities associated with their occurrence.
7. Decision making Process
Uncertain decision environments.
Exist when managers have so little information on
hand that they cannot even assign probabilities to
various alternatives and their possible outcomes.
Described as a rapidly changing setting in terms
of:
External conditions.
The information technology requirements needed for
analyzing and making decisions.
The people who influence problem and choice
definitions.
8. Types of decisions.
Programmed decisions.
Involve routine problems that arise regularly
and can be addressed through standard
responses.
Nonprogrammed decisions.
Involve nonroutine problems that require
solutions specifically tailored to the situation at
hand.
10. Classical decision theory
Classical decision theory assumes the
manager faces a clearly defined
problem, knows all possible action
alternatives and their consequences,
and then chooses the optimum solution.
11. Behavioral decision theory
Behavioral decision theory accepts the
notion of bounded rationality. It
assumes the manager acts only in
terms of what is perceived about a
given situation, and then chooses a
satisficing solution.
12. Assumptions of the Rational
Decision-Making Model
1. Problem clarity
2. Known options
3. Clear preferences
4. Constant
preferences
5. No time or cost
constraints
6. Maximum payoff
13. Steps in the Rational
Decision-Making Model
E X H I B I T 5-3
14. Social Model
Social model is drawn from psychology,
which explain as human behavior being
guided largely by their unconscious
desires. Social pressures and influence
may cause the manager to make
irrational decision.
16. Four reason for escalation of
commitment
Project characteristics
Psychological determinants
Social forces
Organizational determinants
17. Intuition.
The ability to know or recognize quickly
and readily the possibilities of a given
situation.
A key element of decision making under
risk and uncertainty.
18. Escalation of Commitment
11-9
Figure 11-4
Psychological and Social
Determinants
* Ego defense
* Individual motivators
* Peer pressure
* Saving face
Organizational Determinants
* Breakdown in communication
* Politics
* Organizational inertia
Project Characteristics
* A delayed return on the investment
* Setbacks attributed to temporary
causes
Contextual Determinants
* External political pressure
Escalation
of
commitment
Poor results
or
outcomes
19. Simon’s Normative Model of Decision
Making
Based on premise that decision making is
not rational
Decision making is characterized by
* limited information processing
* use of judgmental heuristics
* sacrificing
21. Judgmental Heuristics
Availability Heuristic: A decision maker’s tendency
to base decisions on information that is readily
available in memory.
Representativeness Heuristic: The tendency to assess
the likelihood of an event occurring based on one’s
impressions about similar occurrences.
The Adjustment Heuristic: In this heuristic, the
decision maker makes a judgment by starting from an
initial value and the adjust to make the final decision.
25. A Model of Organizational
Creativity and Innovation
11-15
Figure 11-7
Individual Characteristics
Intellectual abilities
Tacit (implied) and explicit knowledge
Styles of thinking
Personality traits
Intrinsic task motivation
Group Characteristics
- Norms - Diversity
- Cohesiveness - Roles
- Size - Problem-solving approaches
Organizational Characteristics
- Culture - Strategy
- Resources - Structure
- Rewards - Technology
Individual creative
behavior/performance
Group creative
behavior/performance
Organizational
creativity and
innovation
26. A Model of Participative Management
11-11
Participation in
Goal Setting
Participation in
Decision Making
Participation in
Problem Solving
Participation in
Change
Contingency
Factors
* Design of work
* Trust
* Readiness to Participate
Autonomy
Increased
control over work
behavior
Completion of
Meaningful
Tasks
Acceptance
and Commitment
Security
Challenge
Satisfaction
Performance
and Innovation
27. Management Decision Styles
You solve the problem or make the decision yourself, using
information available to you at that time.
You obtain the necessary information from your subordinate(s),
then decide on the solution to the problem yourself.
You share the problem with relevant subordinates individually,
getting their ideas and suggestions without bringing them together
as a group. Then you make the decision that may or may not reflect
your subordinates’ influence.
You share the problem with your subordinates as a group,
collectively obtaining their ideas and suggestions. Then you make
the decision that may or may not reflect your subordinates’ influence.
You share a problem with your subordinates as a group. Together you
generate and evaluate alternatives and attempt to reach agreement
(consensus) on a solution.
11-12
28. Advantages and Disadvantages of
Group-Aided Decision Making
Advantages Disadvantages
1. Greater pool of knowledge
1. Social pressure
2. Different perspectives 2. Minority domination
3. Greater comprehension 3. Logrolling
4. Increased acceptance 4. Goal displacement
5. Training ground 5. “Groupthink”
11-10a
Table 11-3a
29. Group Problem-Solving
Techniques (continued)
Nominal Group Technique: Process to
generate ideas and evaluate solutions
This technique reduces roadblocks to
group decision making by
* separating brainstorming from
evaluation
* promoting balanced participation
* incorporating mathematical voting
techniques
11-14b
30. Group Problem-Solving
Techniques (continued)
The Delphi Technique: Process to
generate ideas from physically
dispersed experts
Computer-Aided Decision Making:
Computers are used to reduce
consensus roadblocks while collecting
more information faster
11-14c
31. Organizational Constraints on
Decision Makers
Performance Evaluation
Evaluation criteria influence the choice of actions.
Reward Systems
Decision makers make action choices that are
favored by the organization.
Formal Regulations
Organizational rules and policies limit the
alternative choices of decision makers.
System-imposed Time Constraints
Organizations require decisions by specific
deadlines.
Historical Precedents
Past decisions influence current decisions.
32. Choosing problems
In choosing problems to address, ask and
answer the following questions:
Is the problem easy to deal with?
Might the problem resolve itself?
Is this my decision to make?
Is this a solvable problem within the context of
the organization?
33. Reasons for decision making
failure.
Managers too often copy others’ choices and try to
sell them to subordinates.
Subordinates may believe the manager is
imposing his or her will rather than working for
everyone’s interests.
Managers may focus on the problems they see
rather than the outcomes they want.
Managers use participation too infrequently.
34. Decision making framework
Manager or team leader uses information that he
or she possesses and decides what to do without
involving others.
Variant 1 manager solves the problem or
makes the decision alone.
Variant 2 manager obtains the necessary
information from others and then decides
Manager or team leader consults with others and
allows them to help make the final choice
35. Ethics into decision making
Ways to infuse ethics into decision making.
Develop a code of ethics and follow it.
Establish procedures for reporting violations.
Involve employees in identifying ethical issues.
Monitor ethical performance.
Reward ethical behavior.
Publicize ethical efforts.
36. Ethics into decision making
Morality is involved in:
Choosing problems.
Deciding who should be involved in making
decisions.
Estimating the impacts of decision alternatives.
Selecting an alternative for implementation.
An effective decision needs to solve a problem as
well as match moral values and help others
