The document outlines the decision-making process, emphasizing the importance of identifying and choosing the best alternative among various possibilities. It distinguishes between decision-making under certainty, risk, and uncertainty, noting that most organizational decisions occur under uncertainty where not all options or outcomes are known. Effective decision-making requires collecting relevant information and applying logic, while also incorporating intuition and experience.

2. CONTAINS:
 Introduction of Decision Making
 What is decision making process
 Effective decision making
 Decision making condition
 Decision making under certainty
 Decision making under risk
 Decision making under uncertainity

3. DECISION MAKING
 Decision-making is the selection of a belief or a
course of action among several alternative
possibilities. Every decision-making process
produces a final choice; it may or may not prompt
action. Decision-making is the process of identifying
and choosing alternatives based on the values and
preferences of the decision-maker.it's very
important..

4. DECISION MAKING PROCESS
INCLUDES
• recognizing and defining the
nature of a decision situation
• identifying alternatives
• choosing the ‘best’
effective] alternative and
• putting it into practice.
[most

5. off
employees, or terminating a
strategic alliance.
Sometimes effective decisions must be
made to:
• Optimize some set of factors
such as profits, sales, employee
welfare and market share or
• Minimize loss, expenses or
employee turnover or
• Select best method for going out
of business, laying

6. Managers
about
make
both
decisions
problems
(undesirable
opportunities
situations).
situations) and
(desirable
Cutting costs by 10%
Learning that the company has
earned higher-than-projected
profits
It may take a long time before a
manager can know for sure if
the right decision was made.

7. DECISION-MAKING
CONDITIONS
• Decision
Certainty
Making Under
• Decision
Risk
Making Under
• Decision Making
Uncertainty
Under

8. DECISION MAKING UNDER
CERTAINTY
A state of certainty exists when a decision maker knows,
with reasonable certainty, what the alternatives are and
what conditions are associated with each alternative.
Very few organizational decisions, however, are made
under these conditions.
The complex and turbulent environment in which
businesses exist rarely allows for such decisions.

9. DECISION MAKING UNDER RISK
A state of risk exists when a decision maker
makes decisions under a condition in which
the availability of each alternative and its
potential payoffs and costs are all
associated with probability estimate.
Decisions such as these are based on past
experiences, relevant information, the
advice of others and one’s own judgment.
Decision is ‘calculated’ on the basis of
which alternative has the highest probability
of working effectively. [union negotiations,
Porsche’s SUV focus vs high-performance
sports cars]

10. DECISION MAKING UNDER
UNCERTAINTY
A state of uncertainty exists when a
decision maker does not know all of the
alternatives, the risks associated with
each, or the consequences each
alternative is likely to have.
Most of the major decision making in
today’s organizations is done under
these conditions.
To make effective decisions under
these conditions, managers must
secure as much relevant information as
possible and approach the situation
from a logical and rational view.
Intuition, judgment and experience
always play major roles in the decision-
making process under these conditions.