CONTENTS ON:
decision making process,
decision making categories,
decision making situations,
decision making models,
decision making styles,
participation in decision making.
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
Decision making
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Decision makingDecision makingDecision making
The document discusses types of organizational decisions, including programmed and non-programmed decisions. It also discusses approaches to decision making, including the rational approach which is ideal and bounded rationality which considers constraints. Additionally, it notes that most decisions are not made logically by a single individual and that conflict can arise over problems.
The document discusses decision making processes. It defines decision making as responding to problems by selecting solutions to benefit stakeholders. There are typically four steps: 1) identifying problems, 2) generating alternatives, 3) evaluating options, and 4) implementing and monitoring solutions. Decision making can involve programmed decisions using policies, procedures, or rules, or non-programmed decisions for novel situations with uncertainty or risk. Effective decision making requires overcoming barriers like complacency, avoidance, or panic, and following a deliberative process to decide on actions.
Short presentation on Decision making.
Decision making variables, Types of managerial decision, Decision making process and Techniques for Stimulating Creativity
The document discusses various concepts and models related to decision making. It covers rational and intuitive decision making styles, individual versus group decision making, and reasons why decisions may fail. It also provides guidelines for effective decision making, such as gathering facts, considering alternatives, flexibility, and follow through. Decision making involves judgment calls between alternatives that are rarely clear-cut and require balancing incomplete information.
Managerial decision making involves cutting off undesirable alternatives to select the best option. It is a complex process that requires analyzing problems, developing alternative solutions, and selecting and implementing a desired alternative. There are different models of decision making, including the classical, administrative, and political models, that take different approaches depending on factors like the level of certainty, risk, and organizational goals. Effective decision making follows a process of defining the problem, gathering information, developing and analyzing alternatives, selecting the best option, and evaluating outcomes.
what is decision making, conditions of decision making, decision making under certainty, decision making under uncertainty, decision making under risk, process of decision making, how to effactive decision making
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
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
Decision makingDecision makingDecision making
The document discusses types of organizational decisions, including programmed and non-programmed decisions. It also discusses approaches to decision making, including the rational approach which is ideal and bounded rationality which considers constraints. Additionally, it notes that most decisions are not made logically by a single individual and that conflict can arise over problems.
The document discusses decision making processes. It defines decision making as responding to problems by selecting solutions to benefit stakeholders. There are typically four steps: 1) identifying problems, 2) generating alternatives, 3) evaluating options, and 4) implementing and monitoring solutions. Decision making can involve programmed decisions using policies, procedures, or rules, or non-programmed decisions for novel situations with uncertainty or risk. Effective decision making requires overcoming barriers like complacency, avoidance, or panic, and following a deliberative process to decide on actions.
Short presentation on Decision making.
Decision making variables, Types of managerial decision, Decision making process and Techniques for Stimulating Creativity
The document discusses various concepts and models related to decision making. It covers rational and intuitive decision making styles, individual versus group decision making, and reasons why decisions may fail. It also provides guidelines for effective decision making, such as gathering facts, considering alternatives, flexibility, and follow through. Decision making involves judgment calls between alternatives that are rarely clear-cut and require balancing incomplete information.
Managerial decision making involves cutting off undesirable alternatives to select the best option. It is a complex process that requires analyzing problems, developing alternative solutions, and selecting and implementing a desired alternative. There are different models of decision making, including the classical, administrative, and political models, that take different approaches depending on factors like the level of certainty, risk, and organizational goals. Effective decision making follows a process of defining the problem, gathering information, developing and analyzing alternatives, selecting the best option, and evaluating outcomes.
what is decision making, conditions of decision making, decision making under certainty, decision making under uncertainty, decision making under risk, process of decision making, how to effactive decision making
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
This presentation provides an overview of decision making and the decision making process. It discusses the importance of decision making, the traditional approach to decision making, and the steps involved in decision making including defining the problem, developing alternatives, evaluating alternatives, and implementing the solution. It also covers types of decision making such as routine vs strategic, different techniques for group decision making including the Delphi technique and nominal group technique, and tools for decision making like decision trees.
This document provides guidance on effective decision making. It outlines a basic 4-step decision making process of gathering facts, identifying alternatives, assessing alternatives, and deciding. It also discusses different decision making approaches like withdrawing, smoothing, confronting, and forcing. Consensus decision making is described as involving stakeholders to reach a decision all can accept. The document provides tips on when each decision making method is most appropriate and how to conduct an effective consensus decision making session.
The document discusses various aspects of decision making including:
1) The decision making process which involves identifying problems, criteria, alternatives, analyzing options, selecting an alternative, implementing, and evaluating.
2) Barriers to good decision making such as being hasty, narrow, scattered, or fuzzy.
3) Tools that can help facilitate decision making including the SWOT analysis technique of identifying strengths, weaknesses, opportunities, and threats.
4) Different decision making styles like directive, analytical, conceptual, and behavioral.
The document discusses decision making and the managerial decision making process. It describes the nature of managerial problems as crisis, non-crisis, or opportunities. It then outlines the 8 step decision making process as identifying the problem, criteria, weighing criteria, developing alternatives, analyzing alternatives, selecting an alternative, implementing, and evaluating. It discusses types of decisions, conditions of certainty, risk and uncertainty. It also covers decision making styles, biases, and creating effective decisions.
Decision making PPT ON MANAGEMENT BEHAVIOURAL PROCESS MBA 4 SEMBabasab Patil
The document outlines the key aspects of managerial decision making, including the 8-step decision making process, types of problems/decisions, decision making conditions, decision maker styles, and approaches to decision making. It discusses rational decision making, bounded rationality, and the role of intuition. The essence of a manager's job is decision making, which involves identifying problems, developing alternatives, selecting an option, implementing it, and evaluating the results.
The document discusses various models and techniques for decision making. It describes the classical and administrative models, with the latter recognizing that managers have bounded rationality and incomplete information. Various steps in decision making are outlined, including recognizing the need, framing the problem, generating alternatives, choosing, implementing, and learning from feedback. Group decision making techniques like brainstorming and the nominal group technique are also summarized.
The document discusses different types of decision making. It describes voluntary decision making as involving more cognitive processes, time, and energy compared to involuntary decision making which can be learned patterns. It also discusses hidden persuaders that can influence purchasing decisions without awareness through visual stimuli, suggestiveness, accelerated speech, and embedded images. Finally, it describes four decision making styles - the Bull, Bloodhound, Bee, and Eagle - that correspond to different working styles like Driver, Analytical, Amiable, and Expressive.
Decision Making PowerPoint PPT Content Modern SampleAndrew Schwartz
164 slides include: the 6 C's of decision making, inherent personal and system traps, decision trees, decision making methods and tips, 4 slides on the GOR approach to decision making, common pitfalls in decision making, effective strategies in making decisions, the 8 major decision making traps and how to effectively minimize each, different decision making perspectives, 3 different types of analysis (grid analysis - paired comparison analysis, and cost/benefit analysis), utilizing planning and overarching questions, 4 modes of decision making and 6 factors in decision making plus more.
The document discusses decision theory and decision making. It defines decision making as identifying and evaluating choices to select the best alternative. It describes different types of decisions, conditions for decision making, processes, tools like decision trees, and styles. It also discusses group decision making, techniques to improve it like brainstorming, and theories like classical and behavioral decision theory.
The document outlines the steps in the decision making process as defined by Ponmuthu S. and Daniel R. The 8 step process includes: 1) defining the problem and goals, 2) identifying decision criteria, 3) allocating weights to criteria, 4) gathering alternatives, 5) evaluating alternatives, 6) selecting the best alternative, 7) implementing the alternative, and 8) evaluating the decision's effectiveness. Key aspects of each step are described, such as using decision criteria, assigning weights based on importance, evaluating alternatives based on factors like feasibility and costs, and monitoring the implemented alternative. The overall process is meant to help decision makers systematically analyze problems and select optimal solutions.
The rational decision making method has some pros and cons. The pros are that it is the best model to identify and verify problems, provides the best solutions, makes decisions unambiguous, and reduces complexity. However, it also has cons in that the process can be expensive, time consuming, and cause delays in decision making. Intuitive decision making relies on experience, feelings, and judgment. It works best when rapid decisions are needed, factors are changing rapidly or ambiguous. However, intuition can also be flawed and biased. There are ways to improve intuitive decision making such as using a structured process and reflecting on decisions.
There are several steps involved in the decision making process:
1) Identifying the problem by scanning for issues, categorizing them, and diagnosing causes.
2) Identifying available resources and constraints to solve the problem.
3) Generating alternative solutions by brainstorming with others.
4) Evaluating alternatives based on feasibility, quality, costs, and ethics.
5) Selecting the best alternative using experience, research, or experimentation.
The document then discusses implementing, monitoring, and different types of decisions like programmed versus non-programmed, and reversible versus irreversible decisions.
Managerial decision making involves choosing between alternatives in uncertain and changing conditions with unclear information and conflicting views. There are three main models of decision making - the classical, administrative, and political models. The classical model assumes rational decision making based on complete information. The administrative model recognizes limits to rationality and satisficing. The political model views decisions as outcomes of negotiation between competing interests. Effective decision making involves recognizing the need, developing alternatives, selecting an option, implementing it, and providing feedback.
The document discusses the decision making process for managers. It describes identifying a problem, determining decision criteria and assigning weights to criteria. Managers then develop alternatives, analyze them based on criteria, and select the highest scoring alternative. The document also discusses different types of problems, decisions, and decision making conditions and styles.
The document discusses several decision making models, including rational models that seek an optimal outcome, bounded rational models that recognize limitations in information and options, and other tools like the Vroom-Jago model for determining whether to make a decision individually or as a group. It also covers models for assigning roles in decision making such as the Bain model and approaches like WRAP and Six Thinking Hats that attempt to address weaknesses in rational models by considering multiple perspectives.
This presentation discusses decision making. It defines decision making as the act of making up your mind after consideration. There are two types of decision making situations: programmed, which are routine decisions made through predetermined rules, and non-programmed, which are novel situations without set rules. The presentation outlines factors for effective decision making like perception, priority, and judgment. It also describes the four functions of decision making: planning, controlling, organizing, and leading. Models of decision making discussed include the rational model and non-rational models like satisficing and incremental. The 6 C's of decision making and managing diversity in group decision making are also summarized.
Decision making is one of the most important managerial activities. There are several approaches to decision making, including the classical model which assumes rationality and perfect information, and the administrative model which recognizes limitations like bounded rationality. Effective decision making involves defining the problem, identifying alternatives, evaluating alternatives based on feasibility, satisfaction and affordability, selecting the best alternative, implementing it, and following up on results. Behavioral aspects like intuition, politics and risk preferences also influence decisions.
Decision Making: An Essential Leadership Skillshinojos
This document discusses decision making as an essential leadership skill. It outlines various qualities leaders need for effective decision making, including accountability, risk tolerance, and adapting their values to benefit the organization. The document also examines different approaches to decision making, such as viewing it as an ongoing process rather than single events, and using inquiry versus advocacy. It notes obstacles that can arise, like disagreements preventing decisions or groups resorting to "groupthink". Effective leaders must be able to facilitate discussion but also make final decisions. Strategic decision making is emphasized as even more important than strategic planning for driving organizational change.
The document discusses decision making styles and provides information about determining one's individual style. It covers:
1. Explaining the decision making process and identifying decision points.
2. Using personality tests like Myers-Briggs to determine one's preferences for taking in and organizing information, which influences decision making style.
3. Describing the different styles of sensing, intuition, thinking, and feeling and how to utilize them effectively in decision making.
4. Discussing how one's style can make them more or less effective and the importance of flexing styles to make better decisions.
Discovering our Decision-Making Style Unit 5Jim Marteney
This document discusses decision making styles and provides information on:
- There is no single perfect decision making style; everyone has their own.
- There are two types of decisions - voluntary and involuntary.
- Daniel Kahneman and Amos Tversky studied decision making and developed tests to analyze styles.
- Four common decision making styles are outlined - Bull, Eagle, Bloodhound, Bee - each with different characteristics.
- Understanding individual styles can help with communication and decision making processes.
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
This presentation provides an overview of decision making and the decision making process. It discusses the importance of decision making, the traditional approach to decision making, and the steps involved in decision making including defining the problem, developing alternatives, evaluating alternatives, and implementing the solution. It also covers types of decision making such as routine vs strategic, different techniques for group decision making including the Delphi technique and nominal group technique, and tools for decision making like decision trees.
This document provides guidance on effective decision making. It outlines a basic 4-step decision making process of gathering facts, identifying alternatives, assessing alternatives, and deciding. It also discusses different decision making approaches like withdrawing, smoothing, confronting, and forcing. Consensus decision making is described as involving stakeholders to reach a decision all can accept. The document provides tips on when each decision making method is most appropriate and how to conduct an effective consensus decision making session.
The document discusses various aspects of decision making including:
1) The decision making process which involves identifying problems, criteria, alternatives, analyzing options, selecting an alternative, implementing, and evaluating.
2) Barriers to good decision making such as being hasty, narrow, scattered, or fuzzy.
3) Tools that can help facilitate decision making including the SWOT analysis technique of identifying strengths, weaknesses, opportunities, and threats.
4) Different decision making styles like directive, analytical, conceptual, and behavioral.
The document discusses decision making and the managerial decision making process. It describes the nature of managerial problems as crisis, non-crisis, or opportunities. It then outlines the 8 step decision making process as identifying the problem, criteria, weighing criteria, developing alternatives, analyzing alternatives, selecting an alternative, implementing, and evaluating. It discusses types of decisions, conditions of certainty, risk and uncertainty. It also covers decision making styles, biases, and creating effective decisions.
Decision making PPT ON MANAGEMENT BEHAVIOURAL PROCESS MBA 4 SEMBabasab Patil
The document outlines the key aspects of managerial decision making, including the 8-step decision making process, types of problems/decisions, decision making conditions, decision maker styles, and approaches to decision making. It discusses rational decision making, bounded rationality, and the role of intuition. The essence of a manager's job is decision making, which involves identifying problems, developing alternatives, selecting an option, implementing it, and evaluating the results.
The document discusses various models and techniques for decision making. It describes the classical and administrative models, with the latter recognizing that managers have bounded rationality and incomplete information. Various steps in decision making are outlined, including recognizing the need, framing the problem, generating alternatives, choosing, implementing, and learning from feedback. Group decision making techniques like brainstorming and the nominal group technique are also summarized.
The document discusses different types of decision making. It describes voluntary decision making as involving more cognitive processes, time, and energy compared to involuntary decision making which can be learned patterns. It also discusses hidden persuaders that can influence purchasing decisions without awareness through visual stimuli, suggestiveness, accelerated speech, and embedded images. Finally, it describes four decision making styles - the Bull, Bloodhound, Bee, and Eagle - that correspond to different working styles like Driver, Analytical, Amiable, and Expressive.
Decision Making PowerPoint PPT Content Modern SampleAndrew Schwartz
164 slides include: the 6 C's of decision making, inherent personal and system traps, decision trees, decision making methods and tips, 4 slides on the GOR approach to decision making, common pitfalls in decision making, effective strategies in making decisions, the 8 major decision making traps and how to effectively minimize each, different decision making perspectives, 3 different types of analysis (grid analysis - paired comparison analysis, and cost/benefit analysis), utilizing planning and overarching questions, 4 modes of decision making and 6 factors in decision making plus more.
The document discusses decision theory and decision making. It defines decision making as identifying and evaluating choices to select the best alternative. It describes different types of decisions, conditions for decision making, processes, tools like decision trees, and styles. It also discusses group decision making, techniques to improve it like brainstorming, and theories like classical and behavioral decision theory.
The document outlines the steps in the decision making process as defined by Ponmuthu S. and Daniel R. The 8 step process includes: 1) defining the problem and goals, 2) identifying decision criteria, 3) allocating weights to criteria, 4) gathering alternatives, 5) evaluating alternatives, 6) selecting the best alternative, 7) implementing the alternative, and 8) evaluating the decision's effectiveness. Key aspects of each step are described, such as using decision criteria, assigning weights based on importance, evaluating alternatives based on factors like feasibility and costs, and monitoring the implemented alternative. The overall process is meant to help decision makers systematically analyze problems and select optimal solutions.
The rational decision making method has some pros and cons. The pros are that it is the best model to identify and verify problems, provides the best solutions, makes decisions unambiguous, and reduces complexity. However, it also has cons in that the process can be expensive, time consuming, and cause delays in decision making. Intuitive decision making relies on experience, feelings, and judgment. It works best when rapid decisions are needed, factors are changing rapidly or ambiguous. However, intuition can also be flawed and biased. There are ways to improve intuitive decision making such as using a structured process and reflecting on decisions.
There are several steps involved in the decision making process:
1) Identifying the problem by scanning for issues, categorizing them, and diagnosing causes.
2) Identifying available resources and constraints to solve the problem.
3) Generating alternative solutions by brainstorming with others.
4) Evaluating alternatives based on feasibility, quality, costs, and ethics.
5) Selecting the best alternative using experience, research, or experimentation.
The document then discusses implementing, monitoring, and different types of decisions like programmed versus non-programmed, and reversible versus irreversible decisions.
Managerial decision making involves choosing between alternatives in uncertain and changing conditions with unclear information and conflicting views. There are three main models of decision making - the classical, administrative, and political models. The classical model assumes rational decision making based on complete information. The administrative model recognizes limits to rationality and satisficing. The political model views decisions as outcomes of negotiation between competing interests. Effective decision making involves recognizing the need, developing alternatives, selecting an option, implementing it, and providing feedback.
The document discusses the decision making process for managers. It describes identifying a problem, determining decision criteria and assigning weights to criteria. Managers then develop alternatives, analyze them based on criteria, and select the highest scoring alternative. The document also discusses different types of problems, decisions, and decision making conditions and styles.
The document discusses several decision making models, including rational models that seek an optimal outcome, bounded rational models that recognize limitations in information and options, and other tools like the Vroom-Jago model for determining whether to make a decision individually or as a group. It also covers models for assigning roles in decision making such as the Bain model and approaches like WRAP and Six Thinking Hats that attempt to address weaknesses in rational models by considering multiple perspectives.
This presentation discusses decision making. It defines decision making as the act of making up your mind after consideration. There are two types of decision making situations: programmed, which are routine decisions made through predetermined rules, and non-programmed, which are novel situations without set rules. The presentation outlines factors for effective decision making like perception, priority, and judgment. It also describes the four functions of decision making: planning, controlling, organizing, and leading. Models of decision making discussed include the rational model and non-rational models like satisficing and incremental. The 6 C's of decision making and managing diversity in group decision making are also summarized.
Decision making is one of the most important managerial activities. There are several approaches to decision making, including the classical model which assumes rationality and perfect information, and the administrative model which recognizes limitations like bounded rationality. Effective decision making involves defining the problem, identifying alternatives, evaluating alternatives based on feasibility, satisfaction and affordability, selecting the best alternative, implementing it, and following up on results. Behavioral aspects like intuition, politics and risk preferences also influence decisions.
Decision Making: An Essential Leadership Skillshinojos
This document discusses decision making as an essential leadership skill. It outlines various qualities leaders need for effective decision making, including accountability, risk tolerance, and adapting their values to benefit the organization. The document also examines different approaches to decision making, such as viewing it as an ongoing process rather than single events, and using inquiry versus advocacy. It notes obstacles that can arise, like disagreements preventing decisions or groups resorting to "groupthink". Effective leaders must be able to facilitate discussion but also make final decisions. Strategic decision making is emphasized as even more important than strategic planning for driving organizational change.
The document discusses decision making styles and provides information about determining one's individual style. It covers:
1. Explaining the decision making process and identifying decision points.
2. Using personality tests like Myers-Briggs to determine one's preferences for taking in and organizing information, which influences decision making style.
3. Describing the different styles of sensing, intuition, thinking, and feeling and how to utilize them effectively in decision making.
4. Discussing how one's style can make them more or less effective and the importance of flexing styles to make better decisions.
Discovering our Decision-Making Style Unit 5Jim Marteney
This document discusses decision making styles and provides information on:
- There is no single perfect decision making style; everyone has their own.
- There are two types of decisions - voluntary and involuntary.
- Daniel Kahneman and Amos Tversky studied decision making and developed tests to analyze styles.
- Four common decision making styles are outlined - Bull, Eagle, Bloodhound, Bee - each with different characteristics.
- Understanding individual styles can help with communication and decision making processes.
This document discusses different decision making styles. It identifies four main working styles: Driver, Expressive, Amiable, and Analytical. Each working style corresponds to a decision making style - Drivers are Bulls, Expressives are Eagles, Amiables are Bees, and Analyticals are Bloodhounds. The styles differ in whether they base decisions more on facts or feelings, fixed beliefs or observations, and their openness to new information. Understanding your own working and decision making style can help you become a better decision maker.
The document discusses three decision making styles: inactive, reactive, and proactive. The inactive style is to do nothing or procrastinate. The reactive style is to let others tell you what to do. The proactive style is to decide for yourself what you want to do. It then provides a scenario about a 14-year-old boy, Steve, who wants to quit piano lessons but his mother will not let him, to have the reader identify which decision making style Steve would use in this scenario.
In the age of speed, making decisions quickly is critical to project success. This presentation considers the decision making process, decision making styles, and how to focus and tailor discussions to arrive at meaningful decisions quickly.
This document discusses various aspects of decision making. It defines decision making and provides definitions from different authors. It outlines the six steps of decision making process as collecting information on alternatives, comparing alternatives, considering what could go wrong, constructing a clear picture of the decision, compiling requirements, and choosing an alternative. It also describes different types of decisions like organizational vs personal, tactical vs strategic, programmed vs non-programmed, policy vs operative, and individual vs group decisions. Finally, it discusses various factors that affect decision making like perception, organizational issues, environmental issues, and personal and psychological factors.
The document discusses various aspects of decision making. It defines decision making as choosing one alternative from among options. It describes the decision making process as recognizing the need for a decision, identifying alternatives, choosing the best option, and implementing it. Decision making can occur under certainty, risk, or uncertainty. Rational models of decision making propose a logical, step-by-step process while behavioral models recognize limitations and biases that influence decisions. Political forces, intuition, escalation of commitment, risk tolerance, and ethics also shape organizational decision making.
This document discusses different change models and tools, including:
- Lewin's three stage model of change (unfreezing, moving, refreezing)
- Beckhard and Harris' change equation model (Dissatisfaction x Vision x First Steps > Resistance)
- Business process reengineering which focuses on redesigning processes to add value for customers
- Best practices models which comprise interrelated elements like customer focus, technology use, and learning
- The learning organization concept which emphasizes continuous learning through feedback loops and a culture of innovation.
The document introduces open innovation at Intuit, describing how it harnesses external resources to complement internal innovation. It discusses Intuit's internal innovation processes like unstructured time and Intuit Labs. It then outlines Intuit's engagement with external partners through open innovation, noting what Intuit offers and receives from such partnerships. Finally, it describes an assessment of Intuit's current open innovation practices across different dimensions, finding opportunities to better leverage open innovation.
This document provides an overview of Intuit and innovation at the company. It discusses Intuit's Rotational Development Program and products for small businesses like Billing Manager and mobile apps. The document also covers Intuit's consumer products like Mint and SnapTax which serve over 20 million customers. It promotes Intuit's focus on mobile and emphasizes support for innovation through its brainstorming site, patent program, and design principles. The document concludes with discussions of product management and Intuit's payroll products.
Intuit is considering several strategies for growth, including gaining insights through data analysis to better understand customers and tailor offerings. They are exploring providing lower prices in low-income states, investing in prospective customers like college students, and creating more granular software products. Intuit also aims to bring back loyal customers through rewards programs, improve the customer experience with "Ninja Warriors" support teams, and expand into new areas like personal finance management and global markets. Experiments and marketing strategies involving data analysis and customized approaches by state are discussed.
Innovation Through Collaboration - "Nat" Rajesh Natarajan, Intuitturboki
The document discusses innovation through collaboration at Intuit. It notes that today innovation moves at warp speed, completing in weeks or days. It cites the Nokia CEO who said they were "standing on a 'burning platform'" and not delivering innovation fast enough. The document states companies must now collaborate within and across enterprises to move more quickly to the cloud and meet changing consumer expectations. It advocates for collaboration on open source technologies like Node.js to speed innovation and make tools more enterprise ready by addressing concerns like scale, performance, quality and predictability.
Clearworks Insights to Innovation: A Real World Case Study Clearworks
Clearworks is a partner of the Whirlpool/Notre Dame Innovation Certification program where we teach a class called "Insights to Innovation". The class has received high marks from the students for its straightforward approach to bring the voice of the customer into ideation sessions
This document discusses the characteristics of living things and provides examples. It defines what classifies something as living, including the abilities to respond to stimuli, obtain and use energy, grow, reproduce, and be composed of cells. It then applies these criteria to determine that barnacles are living organisms. The document also discusses the organization of living systems like the human body from the molecular level to cells to tissues to organs and organ systems. Finally, it briefly introduces the concept of homeostasis, or an organism's ability to maintain stable internal conditions in response to external changes.
Shift: 5 lessons for changing a corporate cultureWendy Castleman
Changing a corporate culture is not an instant process... it's a shift, rather than a switch. Learn 5 lessons based on a change happening at Intuit for how to shift a corporate culture. Slides used in a Web Seminar for UPA on September 7, 2011.
Executive Overview of End-user Request ManagementDavid Messineo
The document discusses improving management of IT service demands through better end-user request management. It covers reviewing current demand management methods, directly supporting business processes to reduce costs and meet objectives. The session agenda includes discussing why services and requests are important, the request lifecycle, defining quality of service, and technology solutions.
Operational Excellence Series Corporate CultureErdem Dursun
This document discusses the relationship between corporate culture and operational excellence. It defines corporate culture as the shared values and practices of a company's employees. Transforming corporate culture is critical for operational excellence efforts to succeed. The document outlines steps to transform culture, including figuring out what needs to change, identifying influencers, and communicating the new culture. It also discusses creating a continuous improvement culture and getting employee involvement, and relates this to the Shingo principles of respecting individuals, leading with humility, and seeking perfection.
Stanford: Leading Innovation and Growth in a Changing WorldIntuit Inc.
Brad Smith, CEO of Intuit, discusses leading innovation and growth in a changing world. He emphasizes the importance of (1) aligning teams around a memorable vision by listening to different perspectives, (2) fostering an entrepreneurial culture that celebrates failure and new ideas, and (3) managing a portfolio of investments across horizons, tailoring talent and metrics to today's core offerings or tomorrow's emerging opportunities. The key is preparing for constant change by mobilizing people, building the right culture, and placing strategic bets on both the present and the future.
We all know that innovation in large companies is hard. Inertia combined with business realities make it difficult for teams to move fast and drive innovation. Over the past few years, Intuit has been on a transformational journey to become a premier innovative company by embracing the principles of design thinking and lean experimentation. This presentation shares some of the lessons learned.
This document discusses decision making and the decision making process. It begins by outlining learning objectives related to decision making, such as explaining the difference between programmed and non-programmed decisions. It then defines decision making and discusses types of decisions including certainty, risk, uncertainty and ambiguity. The document outlines models of decision making including the classical, administrative and political models. It also details the six step decision making process and discusses factors that can lead to bad decisions. Finally, it explores group decision making techniques like structured conflict, the Delphi technique and electronic brainstorming.
The document outlines four models of decision making:
The rational-economic model assumes decision makers are completely rational and seek to maximize payoffs by considering all information and alternatives.
The administrative model recognizes limitations in rationality and information, so decision makers use heuristics and satisfice rather than optimize.
The implicit favorite model finds decision makers have implicit favorites before evaluating alternatives, then bias criteria to justify pre-existing choices.
The political model views decision making as negotiation among stakeholders with different agendas, using bargaining, persuasion and information control to sway outcomes.
This document provides an overview of strategic decision making. It discusses rational models of decision making and their key criteria. It also examines limitations of rational decision making in practice, including individual limitations like bounded rationality and organizational limitations like existing decision processes. Additionally, it outlines a process for strategic risk assessment and considers competitive reactions. A practical model for effective strategic decision making is proposed, and the document concludes by noting decision making often varies in practice.
This document discusses power and decision making in public organizations. It covers several key points:
1) Power comes from various sources like control over resources or expertise, and influences decision outcomes and organizational effectiveness. Understanding power dynamics is important.
2) Decision making is complex due to unclear goals, constraints, and political factors. Models include fully rational approaches, incrementalism, and garbage can theory where problems and solutions are loosely connected.
3) Strategic management tools like environmental scans, SWOT analyses, and Miles and Snow typologies can help organizations develop strategies to achieve goals given their context. However, applying theories faces challenges due to variations in public sector settings.
This document discusses various models and approaches to decision making. It describes Herbert Simon's three stages of decision making as intelligence, design, and choice. It also summarizes Henry Mintzberg's three phases as identification, development, and selection. Classical, behavioral, and Vroom-Yetton normative models of decision making are explained. The benefits of site-based decision making are outlined as improved decision quality, creativity, acceptance, understanding, and judgment.
The document describes various aspects of the managerial decision-making process, including the rational-economic and behavioral models of decision making. It discusses the seven steps in the decision-making process, concepts related to bounded rationality and escalation of commitment. Group decision making techniques like brainstorming and nominal group technique are described, as well as tools for strategic decision making like the growth-share matrix.
Decision making involves weighing ever-changing factors, unclear information, and conflicting views. The document discusses various decision making models and characteristics including programmed versus nonprogrammed decisions, certainty versus risk/uncertainty/ambiguity, and classical, administrative, and political models. It also covers steps in the decision making process, styles of decision making, and techniques for improving decision making such as decision trees and influence diagrams.
The document discusses decision making and effective decision making processes. It provides definitions of decision making from various sources that emphasize selecting among alternatives and consciously choosing a course of action. It then outlines a 7 step process for effective decision making: 1) identify the decision, 2) gather information, 3) identify alternatives, 4) weigh the evidence, 5) choose among alternatives, 6) take action, and 7) review the decision. The document also discusses different decision making styles like analytical, directive, behavioral, and conceptual.
This document compares theoretical models of decision-making to how senior managers make decisions in practice. It summarizes interviews with six prominent decision-makers.
The interviews found significant variation in personal decision-making styles. However, some common themes emerged, such as the importance of sensitivity to context, attention to information presentation, and the use of intuition. In terms of technology use, self-help office software was favored over more formal decision support systems.
One decision-maker noted that powerful people often make intuitive decisions to further their own interests rather than rational processes. Attempts to introduce structured decision-making tools in government failed because stakeholders were not interested in processes that reduced their power. Decision-making involves dealing with uncertainties,
Problem solving is a cognitive process used to achieve goals when no obvious solution is apparent. It involves defining the problem, gathering information, analyzing the problem from different perspectives, generating potential alternatives, selecting the best alternative, and implementing it. Expert problem solvers have better memory, classify problems by principles, use established procedures, and work towards goals. The problem solving process involves skill, tools, and defined steps like defining the issue, collecting data, analyzing causes, considering options, deciding on a solution, and implementing it.
Managerial decision making involves cutting off undesirable alternatives to select the best option. Decisions range from routine programmed decisions to complex non-programmed decisions with uncertainty. Models for decision making include the classical rational model, administrative bounded rationality model, and political model that considers conflict. The decision process involves defining the problem, gathering information, developing alternatives, selecting an option, implementing it, and evaluating outcomes. Personal decision styles like directive, analytical, conceptual, and behavioral also influence the approach. Participation levels in group decisions range from autocratic to democratic based on factors like expertise and commitment.
The document discusses decision making, including definitions, models, styles, techniques and theories. It provides information on the four stages of group decision making developed by B. Aubrey Fisher. These include the orientation, conflict, emergence and reinforcement stages. Several decision making tools and techniques are also outlined, such as the pros and cons method, SWOT analysis and decision trees. Different decision making theories like the marginal theory, psychological theory and mathematical theory are explained as well.
Session 7 groups bba g-i - introduction to management - decision making and ...Diego Thomas
This document summarizes key points from a lecture on managerial decision making and information technology. It discusses what decisions are, different types of decisions, and three models of decision making - classical, administrative, and political. It also outlines the six steps in the managerial decision making process and techniques for improving decision making such as participative decision making. Finally, it covers decision styles and levels of participation in decision making by subordinates.
The document discusses various models and theories of decision making in organizations. It describes rational decision making models which assume managers make optimal objective choices, but notes these models ignore limitations like bounded rationality. Decision processes can vary from sporadic to fluid depending on factors like politics and complexity. Alternative models like garbage can theory view decision making as more chaotic, with problems, solutions, participants and choices colliding randomly. Overall, the document examines both rational and more behavioral perspectives on organizational decision making.
DSS - LESSON 2 - Decisions and Decision Makers.pptRichardCipher
This document discusses decision making and decision makers. It covers several key topics:
1. It defines different types of decision makers such as individual, group, team, and organizational decision makers.
2. It describes different decision styles like directive, analytical, conceptual, and behavioral. The appropriate decision support system design depends on the decision maker's style.
3. It explains factors that make decisions difficult, such as lack of structure, cognitive limitations, uncertainty, and multiple objectives/alternatives. Using a decision support system can help address some of these challenges.
4. It discusses concepts from decision theory like bounded rationality and satisficing proposed by Herbert Simon, where decision makers use heuristics and rules of
Managerial decision making involves complex choices that must be made with unclear information and conflicting views. There are several models that can be used for decision making, including the classical, administrative, and political models. The classical model involves logical choices based on complete information, while the administrative model recognizes limitations in rationality and information. The political model views decisions as outcomes of bargaining among stakeholders with differing goals. Effective decision making involves defining the problem, developing alternatives, and selecting and implementing a solution while considering an individual's decision style and level of participation sought from others.
This document discusses managerial decision making. It explains that decision making involves choosing between alternatives and identifies two main types: programmed decisions for recurring problems and non-programmed decisions for unique problems. Managers must make decisions involving risk, uncertainty, or ambiguity. The document describes three models of decision making - classical, administrative, and political - and outlines a six-step process. It also discusses factors like personal decision styles and levels of participation in decision making.
The article reviews three dominant paradigms of strategic decision making: rationality and bounded rationality, politics and power, and garbage can model. It discusses the key aspects and empirical evidence for each paradigm. It also identifies debates within each paradigm and proposes a new research agenda that emphasizes a more realistic view of strategic decision making, including further exploring cognition, normative implications, and ways to improve understanding of conflict.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
The chapter Lifelines of National Economy in Class 10 Geography focuses on the various modes of transportation and communication that play a vital role in the economic development of a country. These lifelines are crucial for the movement of goods, services, and people, thereby connecting different regions and promoting economic activities.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
2. DECISION
MAKING
1)CATEGORIES OF
DECISIONS
Programmed &
non-programmed
2)DECSION MAKING
SITUATIONS
certainty, risk,
uncertainty, ambiguity
3) STEPS IN
DECISION
MAKING4) DECISION MAKING
MODELS
Classical,
adminitrative,political
5) DECISION
MAKING STYLES
Directive,
analytical,
conceptual,
behavioral
2
6) PARTICIPATION
IN DEICISON
MAKING
3. DECISION.
DECISION MAKING.
CATEGORIES OF DECISIONS.
SITUATIONS OF DECISION
MAKING
3MADE BY: ARSHIA TAHIR BS-III
4. DECISION
Choice made from available
alternatives.
4
DECISION
MAKING
Process of identifying
problems and opportunities
and resolving them.
Decision making is not easy
It must be done amid
• ever-changing factors
• unclear information
• conflicting points of viewMADE BY: ARSHIA TAHIR BS-III
5. • Involve problems or situations that have
occurred often.
• Circumstances and solutions are predictable.
• Decisions are made in response to recurring
organizational problems.
PROGRAMMED
DECISIONS
5
• Made in response to problems that have
unique circumstances.
• May provide unpredictable results.
• Situations that have never occurred before.
NON-
PROGRAMMED
DECISIONS
MADE BY: ARSHIA TAHIR BS-III
6. 6
DECISION MAKING UNDER CERTAINTY
DEICISON MAKING UNDER RISK
DEICISION MAKING UNDER UNCETAINTY
DECISION MAKING UNDER AMBIGUITY
MADE BY: ARSHIA TAHIR BS-III
7. CERTAINTY RISK UNCERTAINTY AMBIGUITY
All information
is available
Decision has
clear-cut goals.
Managers know
which goals they
want to achieve.
Most difficult
decision
situation.
Good
information is
available.
Information about
future alternatives
and events is
incomplete.
Goals to be
achieved or
problems to be
solved is
unclear.
Future
outcomes
associated
with each
alternative are
subject to
chance
Managers may
have to come up
with creative goals
and alternatives.
Alternatives
are difficult to
define.
Information
about outcome7MADE BY: ARSHIA TAHIR BS-III
10. DECISION
MAKING
PROCESS
1) IDENTIFY A
PROBLEM OR
OPPORTUNITY
2) GATHERING
INFORMATION
3)ANALYZE THE
SITUATION
4)DEVELOP
OPTIONS
5) EVALUATION OF
ALTERNATIVES
6) SELECT THE BEST
ALTERNATIVE
7) ACT ON THE
DECISION
8) EVALUATE
THE RESULTS
10MADE BY: ARSHIA TAHIR BS-III
11. Identifying the purpose of decision is based on following reasons:
1) What exactly
is the problem?
2) How the
problem should
be solved?
3) Who are the
affected parties
of the problem?
4) Does the
problem have a
deadline or a
specific time-
line?
The problem and the opportunity is thoroughly analyzed.
IDENTIFY A PROBLEM OR OPPORTUNITY
1
11MADE BY: ARSHIA TAHIR BS-III
12. 2) GATHERING INFORMATION
what is relevant and what is not relevant to the decision?
What do you need to know before you can make a decision, or that will
help you make the right one?
Who knows, who can help, who has the power, and influence to make
this happen ( or to stop it)?
12
MADE BY: ARSHIA TAHIR BS-III
13. 3)ANALYZE THE SITUATION
What alternative courses of action may be available to you?
What different interpretations of the data may be possible?
13MADE BY: ARSHIA TAHIR BS-III
14. 14
4) DEVELOP OPTIONS
List down all the ideas/options and be
creative and positive.
Ask ‘WHAT IF’ questions.
Generate all possible solutions to the
problems.
MADE BY: ARSHIA TAHIR BS-III
15. 5) EVALUATION OF ALTERNATIVES
• What criteria should you use to evaluate?
• Evaluate for feasibility, acceptability, and desirability.
• Which alternative will best achieve your objectives?
6) SELECT THE BEST ALTERNATIVE
Explore the provisional best alternative for future possible adverse
consequences.
What problem might it create?
What are the risks of making this decision?
15MADE BY: ARSHIA TAHIR BS-III
16. 7) EXECUTE DECISION
Convert your decision into a plan or a sequence of activities.
Is the decision accepted and supported by colleagues?
8) EVALUATE RESULTS
Evaluate the outcome of your decision.
See whether there is anything you should learn and then correct
in future decision making. This is one of the best practices that
will improve your decision-making skills.
16MADE BY: ARSHIA TAHIR BS-III
17. 17
Depends on the manager’s personal preference
Whether the decision is programmed or non-programmed
Extent to which the decision is characterized by certainty, risk,
uncertainty, or ambiguity
MADE BY: ARSHIA TAHIR BS-III
20. 20
When faced with a
decision situation,
managers are:
Neither rational
nor objective or
unbiased.
Engage in
colliation
building
It resembles the real
environment in
which managers
operate.
Useful in making
non-programmed
decisions.
Decisions are
complex
MADE BY: ARSHIA TAHIR BS-III
21. CLASSICAL MODEL
Clear-cut problems
and goals.
Conditions of
certainty.
Full information about
alternatives and their
outcomes.
Rational choice by
individual for
maximizing outcomes.
ADMINITRATIVE MODEL
Vague(unclear)
problems and goals.
Conditions of
uncertainty.
Limited information
about alternatives and
their outcomes.
Satisficing choice for
resolving problems
using intuition(gut
feeling).
POLITICAL MODEL
Conflicting goals.
Conditions of
uncertainty and
ambiguity(unclear).
Inconsistent
(conflicting) viewpoints
Bargaining(negotiate)
and discussion making
among colliation
members.
21
MADE BY: ARSHIA TAHIR BS-III
23. 23
Decision Style: Differences among people with
respect to how they perceive problems and make
decisions
Not all managers make decisions the same.
MADE BY: ARSHIA TAHIR BS-III
25. DIRECTIVE STYLE
Leader is aggressive(forceful)/ autocratic in nature.
The leader does not ask for any suggestions or ideas from outside sources.
They rely on their own internal information, knowledge, experience and
judgment.
Consider few alternatives.
The leader is also completely responsible for the good or bad outcome as a
result of the decision.
Employees have low abilities.
Relies heavily on rules.
Leader maintains total control and ownership of the decision.
Good verbal communicator. 25MADE BY: ARSHIA TAHIR BS-III
26. Leader is innovative and likes to analyze large amounts of data before making a
decision.
They are adaptable and can function well even under unique or challenging
situations.
An analytic decision maker wants to use direct observation, data, and facts when
coming to a decision.
They probably enjoy solving problems.
The decision-making style is due to uncertainty, and lack of information.
Use great care in alternatives and analysis i.e.: What if ?
26MADE BY: ARSHIA TAHIR BS-III
27. 27
CONCEPTUAL STYLE
Conceptual style decision makers like to look at problems from an artistic angle.
They are extremely creative and like to look for solutions that are outside the
box.
They are achievement oriented and like to think far into the future when making
important decisions.
This kind of decision making is for a long term, and subjected to changes.
Look at many alternatives.
Will take risks and try to make decisions that take a broad vision in problem
solving.
Employees have high abilities.
When leader is achievement-oriented, the employees also have high
achievement motivation. MADE BY: ARSHIA TAHIR BS-III
28. 28
Behavioral decision makers like working with a group, democratic in nature.
Very interested in making sure that everyone works well together and avoids
conflict.
Together they attempt to settle differences and negotiate a solution that is
acceptable to all parties.
He makes decision based on what feels right, and what will motivate the team
members to perform( interesting and unstressed tasks)
The decision is communicated clearly and leaves no room for doubt.
Prefer meetings.
MADE BY: ARSHIA TAHIR BS-III
30. 30
Helps gauge the appropriate amount of participation
for subordinates in process
●Leader Participation Styles
Five levels of subordinate participation in decision
making ranging from highly autocratic to highly
democratic.
PARTICIPATION IN DECISION MAKING
Vroom-Jago
Model
MADE BY: ARSHIA TAHIR BS-III
31. 31
How significant is the decision?
How important is subordinate commitment?
What is the level of the leader’s expertise?
If the leader were to make the decision alone at what level would subordinates
be committed to the decision?
What level is the subordinate’s support for the team or organization’s
objectives?
What relative t is the member’s level of knowledge or expertise to the problem?
How skilled or committed are group members to working together?
MADE BY: ARSHIA TAHIR BS-III
32. 32
Diagnostic Questions
Decision participation depends on the
responses to seven diagnostic questions about
●the problem
●the required level of decision quality
●the importance of having subordinates
commit to the decision
MADE BY: ARSHIA TAHIR BS-III