tA. APOLAYAR, This can be illustrated with the diagram below. Figure 21.1. RATIONAL DECISION MA Oa ast: KING MODEL © = 435) Deline th Source: Mintaberg, H. (1987) ecinion Making Mintzberg (1987) identifies some steps Steps to Rotional Ds ‘sn follow in the decision making process as follows that decision makers c + Defining Problems:.The first step in rational decision making \s to identify or clarify what is the problem to be addressed oF solved + Considering the goals: Alter the issue is identified. the decision maker should think about hour to determine : desired result or goal which would like to be achieved > Developing alternative solutions: The decision maker nould look for as many alternatives as possible for solving problem, The more alternatives can be generated. the chance that the best fitted solution can be found 362) il itis ti0 on a product na firm calculat isider the king a th tivities, firm migh' yurdens its staff, it mig ry addition to looking at is tot10 that with wert # Nouen tf hoe aot + Return on invest stent: O. ‘ i of the , , : Hons is the effect un haber of lai f jurdens I jo loolungway can b , NG. aN essential part bri Abin prete at of business acti Nal (200 7}uegh stewed outcomes. and. ved : , : Jues that decision mak vidst nde ar information, ch nging fac points of view. There are typically | ton makers within an organiza: ke many successful and unsuccessful decisu s of decisions inelude: Programmed Decisions (2007)deli programmed decisions Jory actwies, they ate solutivr } data and prevint 2 aentone paring monthly newslet i a vad ahotcuimmanng fhe sakaey fan 1 {shee eae Panicane, etal : am cl nue ey queso pissy peationyAN my ante dl 1 Neteubucith the de nanny Figure ‘916 21.1 RATIONAL DECIS SION MAKING MODEL in the dees mocess as flow Defining Problems: The first step in rational decision making to ic f 1 clarity what is the problem addressed oF « Considering the goals: After the issue is ih ified, the ker should think about hour to determine’ thi Joal which would hike to be achieved tive solutions: |!Determinants Of Decision Making an influence decision making a: lowing factors + Past experience; Sagi and Fredland (206 perience can determine future decision « 1 that when something posit ull people are more hike! to dee ina sarrilar w in 1 On the other hand, people tend to : whe ty siqnificant n 7 lect | neta dee ‘ | i Inet ' $® MA. AFOLAYAN Py p company, enter a new service market, OF relocate headquarters jg another country are examples of nor’ Prt grammed decisions, They require senior managers to evaluate intricate problems, analyag alternatives, and make strategic decisions that have significay irvival consequences on the organisaliot Strategic Decisions g (1987) that stratege: decisions are Unstructured somistructured, or structured) In nent target! instructured decisions, puiang decpions are semesin cured and re commonly structire 15 are all those thal are Cone. 1 general direction of a | vfect the st Tactical Decisions 1 Januska (2013 {that stra s are medium-term decision’ horter in scope than al decisions are product ran advertising campaign for a new product Rational Decision-making 1YK3) def designed siep by step approach that thing decmon cnterta es, deliberating onthe presentar «rath 4150