The document discusses the decision-making process, outlining its significance in organizational management and the various types, including strategic, tactical, and operational decisions. It highlights different approaches to decision-making, such as individual, group, consultative, and participatory methods, alongside the advantages and disadvantages of group decision-making. Additionally, it presents strategies for effective decision-making, emphasizing the importance of knowledge, unbiased judgment, creativity, intuition, and alignment with organizational goals.

1. Presentated
By Mr. Hor Hen,
The Executive Director of Brain
Activation and Skills

2. What is Decision-Making Process?

3. Decisions might be work such as:
What is to be done?
Who is to do it and when?
Where and how often it will be done?

4. … is a process by which an
individual or organization
selects one position or course
of action from several
alternatives to arrive at a
decision

5. This process involves:
identifying,
analyzing, and
choosing alternatives(s)
to facilitate the achievement
of goals, objectives, desires,
etc.

6. Type of Decision-Making Process?

7. Provide a direction to an organization by
establishing its:
vision, mission, and long-term goals;
develop strategies and take into
account the resources to be allocated
in order to achieve them

8. High managerial competence is
essential for taking strategic decisions
- unstructured,
- un-programmed and
- most inventive
Has Long-term Impact

9. These decisions are taken in
order to implement and
support strategic decisions
And It must taken by the Middle-
Management Level

10. Tactical decisions tend to be
of medium range with respect
to time and significant
result in moderate
consequences for the entire
organization

11. These are pre-programmed,
highly structured, everyday
decisions to support the
implementation of tactical
decision Has low impact.

12. The Different approaches to Decision-
Making Process

13. The Manager makes the
decision for the group himself
on the basis of knowledge he
can
- Announce to the group
- Less time for decision
- More time to explain to gain
acceptance

14. The group develops idea, shares
ideas, analyses them and agrees
upon a decision
- More time is taken to make decision
- Much lesser time is required to
communicate it and gain acceptance
for it

15. Consultative Approach
the manager utilizes the competencies
of His group to generate and evaluate
alternatives,
The final decision is taken by his own
judgment an thinking

16. Participatory Learning Approach
is controlled by the entire group. The
group leader or manager is just first
among the equals

17. Advantages of Group Decision-making
 Can pool their experiences to define a
problem and develop better and more
creative solutions
 People work harder and more
energetically to implement their own
ideas

18. Disadvantages of Group Decision-making
 Group can take longer to make
decisions than individuals
 The desire to be accepted by the
group can lead to suppression of
disagreements by individual. This can
eliminate or reduce creativity in
decision-making

19.  Disadvantages of Group Decision-making
Dominant individuals can take control
of the group and the outcome of
planning and decision-making
 Encouraging members to show
commitment for the cause of the group
can be a problem

20. The Decision-Making Strategies

21. Optimizing by
Choosing the best possible solution to a
problem
It is implemented by discovering as
many alternatives as possible and
choosing the very best

22. Optimizing Its implementation is dependent on:
 Time that is available for solving a problem
 Cost for generating different alternative
solutions
 Attitude and values of the people involved

23. Satisfying
‘satisfactory’ and ‘sufficient’
The first satisfactory alternative is chosen as a decision
rather than identifying the best alternative

24. Maxi-max
‘maximize the maximums’
It focuses on evaluating and then choosing the
alternatives based on their maximum possible
payoff
In this strategy favorable outcomes and high
potentials are the areas of concern
the strategy of the optimist

25. Maxi-min
‘maximize the minimums’
The worst possible outcome of each decision is
considered, and the decision with the highest number of
or negative outcomes is chosen
the strategy of the pessimist

26. How to Make the Decision Effective

27. 1. Augmenting knowledge
Lack of knowledge arising from inadequate
information, awareness and experience in
problem-handling can lead to ineffective
decisions
A continuous effort need to be made to equip
its managers with relevant knowledge and
skills to widen their knowledge base

28. 2. Unbiased judgment
(Fair Judgment)
 Understanding and being aware that the
possibility of biasness generally exists
 Understanding how biasness can effect the
judgment and the consequent outcome

29. 2. Unbiased judgment
(Fair Judgment)
 Analyzing past decisions to determine how
biasness may have effected them
 Accepting that biasness can be minimized
through diligence, if not eliminated

30. 3. Being Creative
Creativity leads to development of
original, novel responses to a
particular situation

31. 4. Using Intuition
Intuition does not merely mean guess
work (experiences and Knowledge)
While employing intuition, a manager
knows what needs to be done, but
cannot give a specific reason why he
thinks so

32. 5. Right Timing
A manager needs to ensure that not
only the decision being taken is right,
but the timing of it implementation is
also appropriate

33. 6. Critical Approach
A manager needs to develop a
competency to distance himself from
his own decision and look at it
hypercritically, as if it belongs to
someone else.

34. 7. Alignment with Overall Goals and
Objectives
The decision taken by a manager
should contribute to the overall goal
and objectives of the group or
organization

35. 8. Open-mindedness
One should not fall in love with one’s
decision
9. The End
10. Question