What is a decision?
Decision is the choice made among two or more alternatives.
Decision making occurs as a reaction to a problem.
Problem is a gap between the present state and expected state of affairs.
Decision Making remains one enigma for managers. Although no prescription can be offered for mastering this technique yet these fillers will certainly improve your skill
Decision Making remains one enigma for managers. Although no prescription can be offered for mastering this technique yet these fillers will certainly improve your skill
The presentation is about decision making process, its a management subject, and after reading this the person will be able make better decision during daily life and or in office,
all factors of decision making is available in this presentation such as definition, advantages, disadvantages, WH questions, 6 c's and etc
ReadySetPresent (Decision Making PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Successful and effective strategic decision making is a guarantee to increase productivity in every workplace. Decision Making PowerPoint Presentation Content slides include topics such as: the 6 C’s of decision making, inherent personal and system traps, 10+ slides on decision trees, 10+ slides on decision making methods and tips, 4 slides on the GOR approach to decision making, 8 slides on common pitfalls in decision making, 4 slides on effective strategies in making decisions, 35+ slides on the 8 major decision making traps and how to effectively minimize each, 7 slides on different decision making perspectives, 25 slides on the 3 different types of analysis (grid analysis – paired comparison analysis, and cost/benefit analysis), 4 slides on utilizing planning and overarching questions, 4 modes of decision making and 6 factors in decision making and more!
Summary of article, "The hidden traps in decision making." The book examines 5 major decision traps and offers key examples and solutions . To buy this article: http://amzn.to/1POMJEJ
the problems in Relevant Decision making faced by the decision maker in any business organisation, Ascertaining the problems. Insufficient knowledge, limited time to make decision, Environment factors and others
Thinking Skills for Decision Making - in 21 Visual TweetsAtul Pant
While decisions based on intuition and instinct are fine for routine tasks, for complex tasks you need deep thinking skills. Learn how to think deep in 21 visual tweets!
The presentation is about decision making process, its a management subject, and after reading this the person will be able make better decision during daily life and or in office,
all factors of decision making is available in this presentation such as definition, advantages, disadvantages, WH questions, 6 c's and etc
ReadySetPresent (Decision Making PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Successful and effective strategic decision making is a guarantee to increase productivity in every workplace. Decision Making PowerPoint Presentation Content slides include topics such as: the 6 C’s of decision making, inherent personal and system traps, 10+ slides on decision trees, 10+ slides on decision making methods and tips, 4 slides on the GOR approach to decision making, 8 slides on common pitfalls in decision making, 4 slides on effective strategies in making decisions, 35+ slides on the 8 major decision making traps and how to effectively minimize each, 7 slides on different decision making perspectives, 25 slides on the 3 different types of analysis (grid analysis – paired comparison analysis, and cost/benefit analysis), 4 slides on utilizing planning and overarching questions, 4 modes of decision making and 6 factors in decision making and more!
Summary of article, "The hidden traps in decision making." The book examines 5 major decision traps and offers key examples and solutions . To buy this article: http://amzn.to/1POMJEJ
the problems in Relevant Decision making faced by the decision maker in any business organisation, Ascertaining the problems. Insufficient knowledge, limited time to make decision, Environment factors and others
Thinking Skills for Decision Making - in 21 Visual TweetsAtul Pant
While decisions based on intuition and instinct are fine for routine tasks, for complex tasks you need deep thinking skills. Learn how to think deep in 21 visual tweets!
Purpose: To convey how using a Decision Matrix quantifies decision making criteria to rationalize choices
Objective: Describe the use and benefit of a structured approach to making decisions
How to Run Discrete Choice Conjoint AnalysisQuestionPro
Slide Agenda:
1- What is discrete choice conjoint analysis?
2- The theory and logic behind discrete choice conjoint analysis
3-When to use discrete choice conjoint in your research
4-Specific examples of how to use discrete choice conjoint
5-How to design a discrete choice conjoint project
6- How to write a discrete choice conjoint questionnaire
7-How to analyze the results of a discrete choice conjoint project
8- Tips and Best Practices & Contact information
A practical, introductory guide to thinking differently. It is not a comprehensive blueprint nor is it designed to make you an expert in thinking. But it will get you started on
a journey of thinking differently, and therefore doing things differently, that we hope continues well into
your future.
We have selected concepts and thinking tools that have proven their value, ease, and applicability in a
variety of industries and in over five years of experience with front line teams in various NHS organisations.
We’ll provide you with just enough background theory to help you see why the various thinking tools ask
you to do certain things that might seem a bit odd at first. But the emphasis here is not on dry theory or
abstract concepts. Rather, it is on developing new thinking that leads to new ways of doing.
Critical Thinking Getting To The Right Decision For Cil 2010Rebecca Jones
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Why Lean Efforts fail - looking at cultural reasons why Lean dosen't work and...Ankit Patel
Video located at http://youtu.be/Cs18sO-PrOw
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The COVID-19 Office Working Habits Survey was designed to get a better understanding of people’s experiences of working from home, and how it has changed attitudes to offices and shared workspaces.
Specifically, we looked at whether the Coronavirus pandemic is creating a cultural shift towards remote working, and how office workers themselves feel about these changes, including:
• What support employers are giving staff working at home
• How people’s home office set-ups compare with their main (employer) office
• Which working patterns employees would ideally choose
• The safety measures needed to make people feel comfortable returning to work
• How people expect to split their time between the home and office in the future
• Differences between demographics
Discussion Questions Chapter 15Terms in Review1Define or exp.docxedgar6wallace88877
Discussion Questions Chapter 15
Terms in Review
1
Define or explain:
1. Coding rules.
2. Spreadsheet data entry.
3. Bar codes.
4. Precoded instruments.
5. Content analysis.
6. Missing data.
7. Optical mark recognition.
2
How should the researcher handle “don’t know” responses?
Making Research Decisions
3
A problem facing shoe store managers is that many shoes eventually must be sold at markdown prices. This prompts us to conduct a mail survey of shoe store managers in which we ask, What methods have you found most successful for reducing the problem of high markdowns? We are interested in extracting as much information as possible from these answers to better understand the full range of strategies that store managers use. Establish what you think are category sets to code 500 responses similar to the 14 given here. Try to develop an integrated set of categories that reflects your theory of markdown management. After developing the set, use it to code the 14 responses.
1. Have not found the answer. As long as we buy style shoes, we will have markdowns. We use PMs on slow merchandise, but it does not eliminate markdowns. (PM stands for “push-money”—special item bonuses for selling a particular style of shoe.)
2. Using PMs before too old. Also reducing price during season. Holding meetings with salespeople indicating which shoes to push.
3. By putting PMs on any slow-selling items and promoting same. More careful check of shoes purchased.
4. Keep a close watch on your stock, and mark down when you have to—that is, rather than wait, take a small markdown on a shoe that is not moving at the time.
5. Using the PM method.
6. Less advance buying—more dependence on in-stock shoes.
7. Sales—catch bad guys before it’s too late and close out.
8. Buy as much good merchandise as you can at special prices to help make up some markdowns.
9. Reducing opening buys and depending on fill-in service. PMs for salespeople.
10. Buy more frequently, better buying, PMs on slow-moving merchandise.
11. Careful buying at lowest prices. Cash on the buying line. Buying closeouts, FDs, overstock, “cancellations.” (FD stands for “factory-discontinued” style.)
12. By buying less “chanceable” shoes. Buy only what you need, watch sizes, don’t go overboard on new fads.
13. Buying more staple merchandise. Buying more from fewer lines. Sticking with better nationally advertised merchandise.
14. No successful method with the current style situation. Manufacturers are experimenting, the retailer takes the markdowns—cuts gross profit by about 3 percent—keep your stock at lowest level without losing sales.
4
Select a small sample of class members, work associates, or friends and ask them to answer the following in a paragraph or two: What are your career aspirations for the next five years? Use one of the four basic units of content analysis to analyze their responses. Describe your findings as frequencies for the unit of analysis selected.
Bringing Research to L.
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
8D: Problem Solving Worksheet
Group Number:
Group Member Names:
Date:
8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.
Step
0
1
2
3
4
5
6
7
8
Action
The Planning Stage
Establishing the Team
Problem Definition / Statement & Description
Developing Interim Containment Action
Identifying & Verifying Root Cause
Identifying Permanent Corrective Actions (PCA)
Implementing & Validating PCA
Preventing Recurrence
Recognizing Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. 8-D is especially useful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
1
Establishing the Team: (Your group is the team)
Establish a small group of people with the process/ product
knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.
Team Goals:
Team Objectives:
First and Last Name (put an asterisk * after the name of the team leader)
Current Job Position
Skills (related to the problem)Years of Hospitality Work Experience
2A
Problem Definition
Provides the starting point for solving the problem. Need to have “correct” problem description to identify causes. Need to use terms that are understood by all.
Sketch / Photo of Problem
Product(s):
Customer(s):
List all of the data and documents that might help you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B
IS
IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
To whom was the problem reported?
Who is not affected by the problem?
Who did not find the problem?
What
What type of problem is it?
What has the problem (food, service, etc)?
What is happening with the process & with containment?
Do we have physical evidence of the problem?
What does not have the problem?
What could be happening but is not?
What could be the problem but is not?
Why
Why is this a problem (degraded performance)?
Is the process stable?
Why is it not a problem?
Where
Where was the problem observed?
Where does the problem occur?
Where could the problem be located but is not?
Where else could .
Cycles: The simplest, proven way to build your businessBryan Cassady
Scaling up is hard and deadly if done wrong. We would like to help you get it right.
A study by Startup Genome analyzed the results of 3,200 start-ups, they found that of the majority of start-ups failed. That shouldn’t come as a surprise to anyone. What is more important is they found, 70% failed because of premature or faulty scaling.
In this workshop, you learn about the ABCs method. The ABCs method is a system-based approach to growing your business. It has been proven to build ideas up to 6x faster while reducing risks 30-80%.
http://www,saharconsulting.com
An Educational presentation about Problem solving and decision making using different tools and offering solutions to problem solving, creative thinking and Decision making
There’s a massive difference between teams that rock and those that just don't. Not only do the teams that rock deliver some phenomenal, off-the-page results, they are a joy to work with and be part of. These teams act like magnets for more amazing people, deliver remarkable value for customers and inspire action in others.
This session explored the ideas beneath the Open Leader Method(TM), a unique leadership programme for leaders in IT.
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2. Prepared By
Kindly restrict the use of slides for personal purpose.
Please seek permission to reproduce the same in public forms and presentations.
Manu Melwin Joy
Assistant Professor
Ilahia School of Management Studies
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com
3. Agenda
• Decision Making.
• Individual Decision making
1. Pareto’s principle by Vilfredo Pareto.
2. Urgent/Important matrix by Stephen covey.
3. ABCD method by Brian Tracy.
4. Grid Analysis
5. Star bursting.
6. Six thinking hat by Edward De Bono.
7. Situational leadership by Hersey and Blanchard
8. Ladder of inference by Chris Argyris.
4. What is a decision?
• Decision is the choice made among two or more
alternatives.
• Decision making occurs as a reaction to a problem.
• Problem is a gap between the present state and
expected state of affairs.
5. Write down one difficult decision you have
taken in your life.
• What
• Why
• How
• Result
7. Pareto’s Principle
• 80% of your phone calls go to 20% of the names on your list
• 20% of the streets handle 80% of the traffic.
• 80% of the work is usually done by 20% of the people.
• 80% of your monthly pay check vanishes in 20% of the month.
• 80% of the meals in a restaurant come from 20% of the menu.
• 20 % of your colleagues probably give you 80 % of the support you need.
• 20% of the people cause 80% of the problems
• 20 per cent of criminals account for 80 per cent of the value of all crime.
• 20 % of the people owned 80 % of the wealth
Write down two observations on 80/20 principle.
8. Pareto’s Principle
• Write down 3 most
important tasks if you do
superbly well and
consistently would have
significant positive result to
you as regional managers.
(Your crucial 20 % of input
that creates 80 % output)
20 % of input creates 80 % of output
9.
10.
11. First things first
1. A – Must do.
2. B – Should do.
3. C- Nice to do.
4. D – Delegate.
5. E - Eliminate
Write down the key
responsible actions in
your job description
and assign each on to
the respective
category.
17. Ladder of inference
One new JCO in your branch has underperformed for the last
two months. What will you do?
18. Recap of main points
Decision Making.
1. Pareto’s principle by Vilfredo Pareto.
2. Urgent/Important matrix by Stephen covey.
3. ABCD method by Brian Tracy
4. Grid Analysis.
5. Star bursting.
6. Six thinking hats by Edward D Bono.
7. Situational leadership by Hersey and Blanchard
8. Ladder of inference by Chris Argyris.