Management chapter 2

1. Chapter 6
DECISION MAKING:
THE ESSENCE OF
THE MANAGER’S
JOB
© Prentice Hall, 2002 6-1

2. Learning Objectives
You should learn to:
– Outline the steps in the decision-making process
– Explain why decision making is so pervasive in
organizations
– Describe the rational decision maker
– Contrast the perfectly rational and boundedly
rational approaches to decision making
– Explain the role that intuition plays in the
decision-making process
© Prentice Hall, 2002 6-2

3. Learning Objectives (cont.)
You should learn to:
– Identify the two types of decision problems and
the two types of decisions that are used to solve
them
– Differentiate the decision conditions of certainty,
risk, and uncertainty
– Describe the different decision-making styles
© Prentice Hall, 2002 6-3

4. Decisions
– choices from two or more alternatives
– all organizational members make decisions
Decision-Making Process
– a comprehensive, 8-step process
– Step 1 - Identifying a Problem
• problem - discrepancy between an existing and a
desired state of affairs
–must be such that it exerts pressure to act
–manager is unlikely to characterize a situation as a
problem unless s/he has resources necessary to act
Decision Making
© Prentice Hall, 2002 6-4

5. The Decision-Making Process
Problem
Identification
“My salespeople
need new computers”
Identification of
Decision Criteria
Price
Weight
Warranty
Screen type
Reliability
Screen size
Allocation of
Weights to
Criteria
Reliability 10
Screen size 8
Warranty 5
Weight 5
Price 4
Screen type 3
Development of
Alternatives
Acer
Compaq
Gateway
HP
Micromedia
NEC
Sony
Toshiba
Implementation
of an Alternative
Gateway
Evaluation
of Decision
Effectiveness
Analysis of
Alternatives
Acer
Compaq
Gateway
HP
Micromedia
NEC
Sony
Toshiba
Selection of an
Alternative
Acer
Compaq
Gateway
HP
Micromedia
NEC
Sony
Toshiba
© Prentice Hall, 2002 6-5

6. Decision-Making Process (cont.)
– Step 2 - Identifying Decision Criteria
• decision criteria - what’s relevant in making a
decision
– Step 3 - Allocating Weights to the Criteria
• must weight the criteria to give them appropriate
priority in the decision
– Step 4 - Developing Alternatives
• list the viable alternatives that could resolve the
problem without evaluating them
– Step 5 - Analyzing Alternatives
• each alternative is evaluated against the criteria
Decision Making (cont.)
© Prentice Hall, 2002 6-6

7. Assessed Values of Notebook Computer Alternatives Against Decision Criteria
© Prentice Hall, 2002 6-7

8. Evaluation of Laptop Computer Alternatives Against Criteria and Weights
© Prentice Hall, 2002 6-8

9. Decision Making (cont.)
Decision-Making Process (cont.)
– Step 6 - Selecting an Alternative
• choosing the best alternative from among those
considered
– Step 7 - Implementing the Alternative
• implementation - conveying the decision to those
affected by it and getting their commitment to it
–participation in decision-making process inclines
people to support the decision
–decision may fail if it is not implemented properly
– Step 8 - Evaluating Decision Effectiveness
• determine whether the problem is resolved
© Prentice Hall, 2002 6-9

10. Decisions in the Management Functions
© Prentice Hall, 2002 6-10

11. © Prentice Hall, 2002 6 1

12. The Manager As Decision Maker
Rational Decision Making
– decisions are consistent, value-maximizing choices
within specified constraints
– managers assumed to make rational decisions
– Assumptions of Rationality - decision maker would:
–be objective and logical
–carefully define a problem
–have a clear and specific goal
–select the alternative that maximizes the likelihood
of achieving the goal
–make decision in the firm’s best economic interests
• managerial decision making seldom meets all the tests
© Prentice Hall, 2002 6-12

13. Assumptions Of Rationality
Rational
Decision
Making
Problem is
clear and
unambiguous
Single, well-
defined goal
is to be achieved
All alternatives
and
consequences
are known
Preferences
are clear
Preferences
are constant
and stable
No time or cost
constraints exist
Final choice
will maximize
payoff
© Prentice Hall, 2002 6-13

14. The Manager As Decision Maker (cont.)
Bounded Rationality
– behave rationally within the parameters of a
simplified decision-making process that is limited
by an individual’s ability to process information
– satisfice - accept solutions that are “good enough”
– escalation of commitment - increased
commitment to a previous decision despite
evidence that it may have been wrong
• refusal to admit that the initial decision may
have been flawed
© Prentice Hall, 2002 6-14

15. The Manager As Decision Maker (cont.)
Role of Intuition
– intuitive decision making - subconscious process
of making decisions on the basis of experience
and accumulated judgment
• does not rely on a systematic or thorough
analysis of the problem
• generally complements a rational analysis
© Prentice Hall, 2002 6-15

16. What Is Intuition?
Decisions based
on experience
Decisions based
on feelings and
emotions
Decisions based
on ethical values
or culture
Decisions based
on subconscious
data
Decisions based
on skills,
knowledge,
or training
Intuition
Affect-
initiated
decisions
Experienced-
based decisions
Values or
ethics-based
decisions
Subconscious
mental
processing
Cognitive-
based
decisions
© Prentice Hall, 2002 6-16

17. The Manager As A Decision Maker (cont.)
Types of Problems and Decisions
– Well-Structured Problems - straightforward, familiar,
and easily defined
– Programmed Decisions - used to address structured
problems
–minimize the need for managers to use discretion
–facilitate organizational efficiency
• procedure - series of interrelated sequential steps used
to respond to a structured problem
• rule - explicit statement of what to do or not to do
• policy - guidelines or parameters for decision making
© Prentice Hall, 2002 6-17

18. The Manager As A Decision Maker (cont.)
Types of Problems and Decisions (cont.)
– Poorly-Structured Problems - new, unusual problems for
which information is ambiguous or incomplete
– Nonprogrammed Decisions - used to address poorly-
structured problems
• produce a custom-made response
• more frequent among higher-level managers
– few decisions in the real world are either fully
programmed or nonprogrammed
© Prentice Hall, 2002 6-18

19. Types Of Problems, Types Of Decisions, And
Level In The Organization
Programmed
Decisions
Nonprogrammed
Decisions Level in
Organization
Top
Lower
Well-structured
Ill-structured
Type of
Problem
© Prentice Hall, 2002 6-19

20. The Manager As A Decision Maker (cont.)
Decision-Making Conditions
– Certainty - outcome of every alternative is known
• idealistic rather than realistic
– Risk - able to estimate the probability of
outcomes stemming from each alternative
• expected value - the conditional return from
each possible outcome
–multiply expected revenue from each
outcome by the probability of each outcome
© Prentice Hall, 2002 6-20

21. Expected Value for Revenues from the Addition of One Ski Lift
© Prentice Hall, 2002 6-21

22. The Manager As A Decision Maker (cont.)
Decision-Making Conditions (cont.)
– Uncertainty - not certain about outcomes and
unable to estimate probabilities
• psychological orientation of decision maker
–maximax choice - optimistic
»maximizing the maximum possible payoff
–maximin choice - pessimistic
»maximizing the minimum possible payoff
–minimax - minimize the maximum “regret”
© Prentice Hall, 2002 6-22

23. Payoff Matrix
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24. Regret Matrix
© Prentice Hall, 2002 6-24

25. The Manager As A Decision Maker (cont.)
Decision-Making Styles
– two dimensions define the approach to decision making
• way of thinking - differs from rational to intuitive
• tolerance for ambiguity - differs from a need for
consistency and order to the ability to process many
thoughts simultaneously
– define four decision-making styles
• Directive - fast, efficient, and logical
• Analytic - careful and able to adapt or cope with new
situations
• Conceptual - able to find creative solutions
• Behavioral - seek acceptance of decisions
© Prentice Hall, 2002 6-25

26. Decision-Making Styles
Analytic
Directive Behavioral
Rational Intuitive
Way of Thinking
Conceptual
High
Low
Tolerance
for
Ambiguity
© Prentice Hall, 2002 6-26

27. © Prentice Hall, 2002 6 2
Linear–Nonlinear Thinking Style Profile
These four dimensions are collapsed
into two styles.
1. linear thinking style, using external data
and facts and processing this information
through rational, logical thinking
2. nonlinear thinking style,
preference for internal sources of information
(feelings and intuition) and processing this
information with internal insights, feelings, and
hunches to guide decisions and actions.

28. © Prentice Hall, 2002 6 2

29. Managing Workforce Diversity
Diversity in Decision Making
– Advantages - diverse employees:
• provide fresh perspectives
• offer differing interpretations of problem definition
• increase the likelihood of creative and unique
solutions
– Disadvantages - diverse employees:
• require more time to reach a decision
• may have problems of communication
• may create a more complex, confusing, and
ambiguous decision-making process
• may have difficulty in reaching agreement
© Prentice Hall, 2002 6-29

30. © Prentice Hall, 2002 6 3
1.Understand cultural differences.
is there only one “best” way worldwide to make
decisions?
Or does the “best way depend on the values, beliefs,
attitudes, and behavioral patterns of the people
involved?”28
2. Know when it’s time to call it quits.

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3. Use an effective decision-making process.
process has these six characteristics:
(1)It focuses on what’s important;
(2)It’s logical and consistent;
(3)It acknowledges both subjective and objective
thinking and blends analytical with intuitive
thinking;
(4)It requires only as much information and analysis
as is necessary to resolve a particular dilemma;
(5) It encourages and guides the gathering of relevant
information and informed opinion; and
(6) It’s straightforward, reliable, easy to use,flexible.”3

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4. Build an organization that can spot the unexpected
and quickly adapt to the changed environment.
(1)They’re not tricked by their success.
(2) They defer to the experts on the front line.
(3) They let unexpected circumstances provide the
solution.
(4) They embrace complexity. Because business is
complex, these organizations recognize that it
“takes complexity to sense complexity.”

33. © Prentice Hall, 2002 6 3
these organizations aim for deeper understanding of
the situation. They ask “why” and keep asking why as
they probe more deeply into the causes of the
problem and possible solutions.
(5) Finally, they anticipate, but also recognize their
limits. These organizations do try to anticipate as
much as possible, but they recognize that they can’t
anticipate everything. As Weick says, they don’t
“think, then act.They think by acting. By actually
doing things, you’ll find out what works and what
doesn’t.”

34. Overview Of Managerial Decision Making
Decision-Making
Process
Types of Problems and Decisions
• Well-structured
- programmed
• Poorly structured
- nonprogrammed
Decision-Making Conditions
• Certainty
• Risk
• Uncertainty
Decision Maker Style
• Directive
• Analytic
• Conceptual
• Behavioral
Decision-Making Approach
• Rationality
• Bounded Rationality
• Intuition
Decision
• Choose best
alternative
- maximizing
- satisficing
• Implementing
• Evaluating
© Prentice Hall, 2002 6-34

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