This document discusses decision making processes and coordination. It outlines the typical steps in an effective decision making process which include identifying the problem, generating alternative solutions, evaluating alternatives according to criteria, implementing the chosen alternative, and monitoring. It also discusses descriptive and normative models of decision making. The document then covers coordination as integrating separate organizational units to accomplish goals efficiently. It defines internal/external and vertical/horizontal coordination and techniques to achieve coordination like planning, communication, and leadership.

1. Decision Making
Process & Co-ordination
Group members:
• Yogesh Chaoudhary
• Shivani Trivedi
• Yatin Arora
• Vinod Kumar
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2. The Decision making process
 The decision-making process is
defined as a set of different steps
that begins with identifying a
problem and decision criteria and
allocating weights to those criteria;
moves to developing, analyzing, and
selecting an alternative that can
resolve the problem; implements the
alternative; and concludes with
evaluating the decision’s
effectiveness.
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3. Models of decision making
 Descriptive decision-making
models attempt to prescribe how
managers actually do make
decisions.
 Normative decision-making models
attempt to prescribe how
managers should process.
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4. Steps in an effective
decision-making process:
A. The first step is to identify the
organizational problem.
 The scanning stage.
 The categorization stage.
 The diagnosis stage.
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5. B. The generation of alternative
solutions step is facilitated by
using the four principles associated
with brainstorming.
• Don’t criticize ideas while generating
possible solutions.
• Freewheel.
• Offer as many ideas as possible.
• Combine and improve on ideas that have
been offered. 5

6. C. The choice of an alternative step
comes only after the alternatives
are evaluated systematically
according to six general criteria:
• Feasibility.
• Quality
• Acceptability
• Costs
• Reversibility
• The ethics criterion
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7. D. Finally, the implementing
and monitoring.
• Implementation requires careful planning.
• Implementation requires sensitivity to
those involved in or affected by the
implementation.
• Monitoring is necessary
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8. Co-ordination
Co-ordination as a function of
management refers to the task of
integrating the activities of separate
units of an organization to accomplish
the goals efficiently. It permeates all
levels and all departments of
management. Hence, it is regarded as
the essence of management.
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9. Types of Co-ordinations
 Internal & External Co-ordination
 Vertical & Horizontal Co-ordination
 Pooled, Sequential, Reciprocal Co-
ordination
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10. Why Co-ordination is
important?
 Increases efficiency
 Improve human relation
 Interdepartmental harmony
 Key to other management functions
 High moral
 Meeting environmental challenges
 Better results
 Specialization & division of world
 Removes ambiguity
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11. Principles of Co-ordination
 Principle of direct contact
 Co-ordination should start at initial
stage
 Principle of continuity
 Principle of self Co-ordination
 There is a reciprocal relationship
between all the factors and situation
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12. Techniques of Co-
ordination
 Sound planning
 Sound &simple organization
 Chain of command
 Effective communication
 Special Co-ordination
 Sound leadership
 Hierarchy of authority
 Committees, task force or team
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13. Process Of Co-ordination
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Clearer Goals
Proper Allocation of Work
Sound Organization
Structure
Clearer Responsibility
Relationship
Proper Communication
Sound Leadership

14. Thank You
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