This document discusses decision-making skills and techniques that underpin management. It outlines the importance of decision-making for analyzing problems and choosing between options to achieve goals. There are different types of decisions, including operational, strategic, routine, urgent, and consultative. Approaches to decision-making include the authoritarian approach where leaders make decisions alone, and the democratic approach where responsibility is shared. The key steps in systematic decision-making are setting objectives, collecting information, identifying alternatives, evaluating options, and selecting the best option. Bad decisions can result from emotions, noise, incomplete information, confirmation bias, being too emotional, rushing, or last-minute decisions. Good decisions should align with goals, consider small decisions' large impacts,
This document discusses decision-making skills and techniques that underpin management. It outlines the importance of decision-making for analyzing problems and choosing between options to achieve goals. There are different types of decisions, including operational, strategic, routine, urgent, and consultative. Approaches to decision-making include the authoritarian approach where leaders make decisions alone, and the democratic approach where responsibility is shared. The key steps in systematic decision-making are setting objectives, collecting information, identifying alternatives, evaluating options, and selecting the best option. Bad decisions can result from emotions, noise, incomplete information, confirmation bias, being too emotional, rushing, or last-minute decisions. Good decisions should align with goals, consider small decisions' large impacts,
This document discusses decision-making skills and techniques that underpin management. It outlines the importance of decision-making for analyzing problems and choosing between options to achieve goals. There are different types of decisions, including operational, strategic, routine, urgent, and consultative. Approaches to decision-making include the authoritarian approach where leaders make decisions alone, and the democratic approach where responsibility is shared. The key steps in systematic decision-making are setting objectives, collecting information, identifying alternatives, evaluating options, and selecting the best option. Bad decisions can result from emotions, noise, incomplete information, confirmation bias, being too emotional, rushing, or last-minute decisions. Good decisions should align with goals, consider small decisions' large impacts,
DECISION-MAKING SKILLS AND TECHNIQUES UNDERPIN MOST ASPECTS OF MANAGEMENT
IMPORTANCE OF DECISION MAKING.
-TO ANALYSE THE PROBLEM PO THAT WILL LEAD TO A GRATE RESULT -DECIDING SOMETHING MEANS MAKING A CHOICE OR COMING TO A CONCLUSION AND NEITHER OF THOSE THINGS IS EASY. -DECISION IS A CHOICE BETWEEN TWO OR MORE OPTIONS/ALTERNATIVES. IT IS THE ACT OR PROCESS OF DECISING, A DETERMINATION ARRIVED AT AFTER CAREFULL CONSIDERATION. -THE DECISION ARE IMPORTANT BECAUSE THEY HAVE THE POWER TO TRIGGER THE PROCESS OF FORMING ASPIRATIONS AND GOALD INTRO REALITY
KINDS OF DECISION(THOMPSON J.L 1997)
A.OPERATIONAL DECISION- THIS IS CONCERNED WITH HOW THE DIFFERENT FUNCTIONS OF ORGANIZATION, SUCH AS MARKETING,PRODUCTION , FINANCE, ETC WILL CONTRIBUTE TO ITS STRATEGIC PLAN. B.STRATEGIC DECISION- THE DECISION AT THIS LEVEL LIKELY CONCERNED WITH THE SCOPE OF THE ORGANIZATION ACTIVITIES. C.ROUTINE DECISION-THIS IS AN ORDINARY DECISION ON A WIDE RAGE OF ISSUES. THE DECISION ARE LEFT TO ONE PERSON, USUALY THE LEADER. D.URGENT DECISION-THIS IS AN DECISION INTENDED FOR SOME PROBLEMS THAT OCCUR RAPIDLY AND MAY CAUSE SERIOUS CONSEQUENCES IF NOT DEALT WITH URGENCY. E.PROBLEMATIC DECISION- F.CONSULTATIVE DECISION- THIS IS AN DECISION THAT INVOLVES THOS WHO ARE AFFECTED BY THE RESULTS OF THE DECISION. CONSULTING OTHER PEOPLE FROM OUTSIDE THE ORGANIZATION MEANS INVITING OTHER TO SERVE AS CONSULTANT.
DECISION MAKING APPROACHED
A.THE AUTHORITARIAN APPROACH- LEADERS ASSUME THE AUTHORITY TO TAKE DECISION ALONE AND TO PAS THEM DOWN THE LINE FOR IMPLEMENTATION. B.THE DEMOCRATIC APPROACH- THE RESPONSIBILITY FOR DECISION-MAKING IS SHARED BETWEEN THE LEADER AND MEMBERS OF A TEAM.
KEY STEPS IN DECISION MAKING BY SYSTEMATIC APPROACH
A. SETTING OBJECTIVES-DEFINE THE PURPOSE OF THE DECISION AND CONSIDER WHAT OUTCOMES OR OBJECTIVES IT WILL ACHIEVE B. COLLECTING INFORMATION- HAVE SUFFICIENT INFORMATION FOR THE CHOICES YOU NEED TO MAKE. C. IDDENTIFYING ALTERNATIVE SOLUTION- LOOK AT ALL POSSIBLE OPTIONS: SOME ARE OBVIOUS, OTHERS HAVE TO BE LOGICALLY DEDUCED, ANG OTHERS REQUIRE A MORE CREATIVE APPROACH. D.EVALUATING OPTIONS- THIS INVOLVES DETERMINING THE EXTENT TO WHICH THE DECIION OPTIONS MEET THE DECISION OBJECTIVES. E.SELECTING THE BEST OPTION-AFTER THE EVALUATION, THE BEST OPTION IS SELECTED USING ANYONE OF A NUMBER OR TECHNIQUES OR APPROACHES.
VIDEO:THE DECIION MAKE MORE COMLICATED PAG TUMANDA KA MAKAKAAPEKTO NA SA BUHAY MO.
BAD DECISION. EMOTION AND NOICE
INCOMPLETE AND FALSE INFO (INTERET) NOT RELIABLE
CONFIRMATION BIAS -BASED ON OUR BELIEFS
TOO EMOTIONAL- EMORIONALLY ATTACHEMENT. IMPULSIVE BUYING.
RUSH AND HURY- DEADLINES AND BUSY
LAST DAY NA GAGAWA.PPOR DECISION
1. DESION MUST GO LINE IN YOUR GOAL 2..SMALL DECISION MAKE HUUGE IMPACT 3.TAKE YOURSLED OUT OF THE SITUATION