The document summarizes research on decision making by Romanian managers. It presents objectives to examine how managers make decisions, what types of decisions they use, and when decisions are made. Key findings include that managers consider strategic objectives and ethics when deciding, and quality of decisions is influenced by information available. The conclusion outlines that managers make planned and motivated decisions, and some intuitively based on lack of information. Overall, the quality of decision making was found to impact organizational effectiveness when certain drivers are considered.

1. METHODS OF BUSINESS RESEARCH
Course Instructor: Sir Akbar Lakhani
Presentation
Topic: “ Decision Making”
Group Members
Saad Suhail
Arjumand Fatima
Nimra Riaz
Sameen Siddiqui
Afzal Channa
1

2. 2

3. OBJECTIVES
• To record how managers are acting in different
socio economical fields related to production
transportation, constructions, commerce and
services are making decisions, what types of
decisions are they using in practice and when
are they making the decisions

4. • To examine the Romanian managers and employees’
view about the quality the decisions are making in
different areas in correlation with the organizations’
objectives and
• To draw a conceptual model, choosing the key
drivers that contribute to the approach of the
managers to focus their decisions towards the
organizations’ effectiveness.
• The data collection process used a Likert
questionnaire type with three questions.

5. Introduction
• A matter of a enormous task for the managers
against the organization and the employees and
other stakeholders, as well.
• Most of the time, the quality of decision making
improves by involving teams.
• Sometimes the democratic decisions are not able
to be made because of minority domination or
time pressure
5

6. Introduction (Cont.)
• The quality and speed of decision making is
the key determinant of board success or
failure
• The goals identification, providing alternatives
for solving the problems and the weighing and
balancing the values and interest are crucial
for the quality of decision making
6

7. Findings
&
Discussion

8. Findings & Discussions
 Calculated in terms of frequencies.
 Mean and standard deviation were used.
 Variables were extracted from the
questionnaire in terms of How, what, When.
 Higher standard deviation was considered
most favorable against each question

9. 81.1
73.3 72.2 72.2 68.9 64.4 62.2 60 57.8
45.6 42.2
8.9
17.8
22.2 28 26.7 31.1
34.4 34.4 35.6 37.8
45.6 45.6
42.2
1.1 4.4 0 1.1 0 1.1 3.3 4.4 4.4 8.9 12.2
48.9
How managers are making decisions?
Total Agreed Partial Agreed Not Agreed
Table 2

10. 0
20
40
60
80
100
120
77.8 74.5
64.4
52.3 46.6
11.2 6.6
8.9 8.9
15.6
13.3
12.2
4.4 15.6
6.7 7.8 8.9
11.1 21.2
15.6
21.1
0 2.2 0 6.7 5.6
24.4 21.1
About All
A lot
About Half
A few
About none
Table 3
What types of decisions are managers using in practice?

11. When are managers making the
decisions?
0
10
20
30
40
50
60
70
80
90
100
70 67.8 66.7 62.2 57.8
18.9 31.1 24.4 30 31.1
11.1
1.1 8.9 7.8 11.1
Not agreeed
Partial agreed
Total agreed
Table 4

12. How?
Mean Standard
Deviation
Strategic Objective 2.5556 0.58273
On Ethics Principles 2.6889 0.46554
Environmental Factors 2.7222 0.45041
Current Problem Solving 2.7222 0.45041
Reinforcing The Strengths 2.6333 0.50725
Implying The Subordinate 2.3000 0.67790

13. How?
Mean Standard
Deviation
Implementation & Mentoring The Problem Solving 2.7111 0.47980
Quality Of Information 2.5889 0.55878
Advised By Team Members 2.3667 0.64390
Influenced By Organization Culture 2.8000 0.42927
By Delegation 2.5333 0.58444
Based On Routine 2.6889 0.55373

14. What?
Mean Standard
Deviation
Intuitive
1.8444 1.23535
Incomplete Information
1.8778 1.42078
Condition of Risk
2.1667 1.41620
Not Programmed
2.8667 1.63666
Using scientific methods
2.8778 1.65460
Programmed
4.6111 1.35493
Known Options
4.4667 1.23798

15. When?
Mean Standard
Deviation
Reason to solve problem
2.6000 0.69992
Identifying the problem
2.6889 0.55373
Knowing the problem
2.6111 0.69822
Opportunity to improve the effectiveness
2.5667 0.68777
Resources to solve problem
2.4889 0.73812

16. The process of the quality decisions making for the organization’s
effectiveness conceptual model
Drivers
Environment
Empowerment
Information
Feed back
Strategy
Ethics
How?
Programs
Options
Risk
avoidance
What?
Opportunities
Quality of
decision
making
Organizations’
Effectiveness
Resources
When?
This draft is the basics for the further research, as well as the limits of this paper to be
considered regarding the neglect of the gender and age of the managers

17. “Hence Quality of decision
making directs to the
organizations’ overall
effectiveness”
MAIN FINDING FROM THE CONCEPTUAL
MODEL

18. RESULTS
18
• The outcomes showed that the leaders take justification of
organization’s tactical objective when making choices.
• They are also keeping the practical ethical issues in business .
• The leaders consider that the quality of decision is influence by
the quality of information.
• Some decisions are made due to environmental influence.
• Some decisions are intuitive & based on lack of information or
the financing.

19. The analysis is in progress by seeking for the different
correlation between the answers and the differences
between the answers that have been provided by the
managers and by the executives by industry to better
emphasizing the quality of decision making contribution to
the organization’s effectiveness.
AKNOWLEDGEMENT
19

20. RESEARCH AIMS
Investigation of Romanian managers
and employees opinion about
•Decision making in different domains
•Decision making in link with the
organizations objectives
20

21. After the decision making
•Drafting of conceptual model
Using core criteria from questionnaire
Characters of questionnaire
•Driver to the process of improving organizations
effectiveness by manager’s decision making.
RESEARCH AIMS (cont)
21

22. CONCLUSION
while making a decision
•Managers take account of organization’s
strategic objectives
•Keeping practical the ethical issues in business
•Take attitude against those walking the line
22

23. CONCLUSION (cont)
Quality of decisions is influenced by
•The quantity of information at their disposal
•That the subordinate’s implication
•The degree of their implication on decisions execution
•Accustom to take the suggestion of their team members
when making decisions
23

24. CONCLUSION (cont)
Why decisions are made ?
•Most of the decisions are planned and
motivated
•Some decisions are made due to
environment influence.
24ARJUMAND

25. CONCLUSION (cont)
When decisions are made?
•When they identified any dysfunction
between the actual situation and the desired
results
•Some decisions are intuitive, based on lack of
information or financing
25

26. LIMITATIONS
•Use of alternatives with associated possibly
results when making decisions
•In absence of information they select the
best alternative based on risk estimation and
successful results
26

27. LIMITATION (cont)
•A positive attitude of the majority of the managers
•Manipulating criteria with the “agree” position for
the statements
•No proof of really applying decision statements in
practice
27

28. In nutshell
“The quality of the decisions making is a process
that needs to consider the main drivers
highlighted in the conceptual model of the quality
of decision making for the organization’s
effectiveness”.
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