Decision making involves selecting a course of action from available alternatives. It is a key part of management and permeates planning, organizing, leading, and controlling. There are different types of decisions and decision making styles. The decision making process generally involves identifying a problem or opportunity, developing alternatives, analyzing alternatives, and selecting and implementing a course of action. Group decision making uses techniques like brainstorming, storyboarding, and Delphi to gather input from multiple individuals.
This Chapter includes information on Management and the decision-making process. there is information on what bases the organization takes a decision and how an effective decision is being taken. it also includes types of decision, Decision-making process, and charactristic of effective information.
This Chapter includes information on Management and the decision-making process. there is information on what bases the organization takes a decision and how an effective decision is being taken. it also includes types of decision, Decision-making process, and charactristic of effective information.
Decision making
Decision making
Decision making
Decision making
Decision making
Decision making
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Decision making
Decision making
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Overview of the importance of the decision making process for organizations. Information on Stryker-Consulting, new program adapted for decision making process.
Organizational Planning And Goal Setting MGT 201 Helpful Slides For Management Students Of Different Universities In Karachi And All Over Pakistan And World
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
Overview of the importance of the decision making process for organizations. Information on Stryker-Consulting, new program adapted for decision making process.
Organizational Planning And Goal Setting MGT 201 Helpful Slides For Management Students Of Different Universities In Karachi And All Over Pakistan And World
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
Within this Presentation Will help you to improve the basic understanding about Decision Making Process as well as to help the Group for Making Decision.
Decision Making process is a very important step of any organisation's sustainability. It is a part of planning process. So if decision making is strong enough of any organisation, the organisation can survive long and effectively.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Palestine last event orientationfvgnh .pptxRaedMohamed3
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It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
1. Decision Making Decision making is the selection of a course of action from among alternatives.
2. Decision Making Process A set of steps that include identifying a problem, selecting an alternative and evaluating the decisions effectiveness.
3. Pervasiveness of Decision Making Decision making is the corner stone of entire managing ambit. Planning: What one the organizations long-tern objectives. What strategies will best these objectives. Organizing: How many people are required to do a particular job. How should jobs be designed. Leading : How do I handle employees who appear to be low in motions. How will a specific change affect worker productivity. Controlling: What activities in an organization need to be controlled. How these activities be controlled.
4. Problem A problem is a discrepancy between an existing and a desired state of affairs.
5. Types of Problems Well – structured Straight forward problems, easy to define and to make decisions. Ill –structured New or unusual problems, information incomplete or ambiguous, not easy to define and make decisions. Crisis A crisis problem is a serious difficulty requiring immediate action. Non-crisis It is a problem that requires resolution but does not have the importance and urgency of a crisis. Opportunity An opportunity is a situation that offers strong potential for significant organizational gain if appropriate actions are taken in time.
6. Decision criteria Criteria that define what is relevant in a decision.
8. Scope of Decision It is the part of organization that a decision will affect. (The broader the scope of a decision the higher is the level of manager responsible for making that decision.)
9. Types of decisions Programmed Decision Program decisions are decisions that are routine and repetitive and that typically require specific handling methods. Habits SOPs, Rules of thumb Clerical routine work
10. Non- Programmed Decisions These are typically one-shot decisions that are usually less structured Judgment Intuition Creativity
12. Certainty All the information the decision maker needs is fully available
13. Risk A decision has clear out objectives, and good information is available, but future outcomes associated with each alternative are subject to chance
14. Uncertainty Managers know what objective they wish to achieve, but information about alternatives and future events is incomplete.
15. Ambiguity The objective to be achieved or the problem to be solved are unclear, alternatives are difficult to define, and information about outcomes is unavailable.
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17. Classical Model This model is made on the assumption that managers should make logical decisions that will be in organization`s best economic interests.
18. Normative Model This model defines how a decision –maker should make decisions and provides guidelines for reaching an ideal outcome for the organization.
19. The Decision Making Process Step 1. Identifying a Problem Step 2. Identifying decision criteria Step 3. Developing alternatives Step 4. Analyzing alternatives Step 5. Selecting an alternative Step 6. Evaluating decision effectiveness
20. Decision making Types Of Managers Problem Avoider Ignores information that points to a problem. Inactive Does not want to confront problem Problem Solver Tries to solve the problems when they come up. Reactive to problems after they occur. Firefighters. Problem Seekers Actively seek out problems to solve. Pursue new opportunities, pro-active. Anticipate problems before they occur.
21. Decision Making Styles Directive style Low tolerance for ambiguity and a rational way of thinking. Efficient logical. Making fast decisions. Analytic style High tolerance for ambiguity and a rational way of thinking, careful in decision making, slow, able to adapt or cope changing situations. Conceptual Very broad out look, develop many alternatives, focus on long run, good at finding creative solutions. Behavioral style Work well with others, receptive to suggestions from subordinates, hold meetings, take decision on consensus.
22. Nature of decision 1. Safe : Minimizing possible loss 2. Satisficing : Good enough 3. Dented : Temporary. Maybe revised 4. Conditional : Subject to more inputs 5. Paragon : Ideal
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25. Techniques for GDM 1.Brainstorming An idea generating process that encourages alternatives while critism 2. Story-boarding Initially discussing major issues. Brainstorming each issue. Lastly completing ‘story’ of total problem 3.Lotus blossom Japanese technique in which a (Core) thought is used as the basis for expanding ideas into ever widening ideas, continued till participants can no longer generate ideas. 4. Delphi Possible solution sought through carefully designed questionnaires. Possible solutions compiled and recirculated, members asked again for their question solutions. Repeated several times. 5. Nominal Group Individual members think independently and present ideas which are discussed. Decision is highest aggregate ranking solution.