1. Chapter 6
Decision
Making

2. Learning Objectives After reading this chapter, you should be able to:
Recognize the nature of management decisions: programmability, uncertainty, risk, conflict, decision scope, and crisis situations.
Utilize the six steps of decision making.
Apply the criteria of quality and acceptance to a decision.
Reap the benefits and avoid the problems of group decision making.
Develop time management skills to generate adequate time to make decisions.
Know when to delegate, and how to do so wisely.

3. Introduction
Making decisions under conditions of risk and uncertainty is one of the most important activities that managers engage in.
Generally, there is a lack of information and a limited amount of time available to make the decision.
Procrastinating and not making a decision sometimes has greater risk than making it.

4. Decision Making
The process of identifying problems and opportunities and resolving them.
Management decisions can be made by managers, teams, or individual employees, depending on:
The scope of the decision, and
The design and structure of the organization.

5. Characteristics of Management Decision Making
Programmability
Decision Scope
Uncertainty
Conflict
Risk
Crisis 3

6. Characteristics of Management Decision Making (Cont)
Programmed Decisions
Programmability
Non-programmed Decisions
Certainty
Uncertainty
Uncertainty

7. Characteristics of Management Decision Making (Cont)
Risk – occurs when the outcome of management decision is uncertain
Risk has both positive and negative aspects
Decision environment for risk vary depending upon company culture and size
Conflict – occurs when there are opposing goals, scares resources, or differences in priorities
Crisis – a situation that involves small amounts of time to make a decision that can impact the
survival of the organization

8. Characteristics of Management Decision Making (Cont)
Decision Scope – the effect and time horizon of a decision
Strategic Decisions – long term perspective of 2-5 years and affect on the organization
Tactical Decisions – short term perspective of 1 year or less and focus on subunits
Operational Decisions – shortest time perspective, generally less than a year, often measured on a daily or weekly basis

9. Stages of Decision Making
Identifying and diagnosing the problem
Generating alternative solutions
Selecting the best alternative
Evaluating alternatives
Implementing the decision
Evaluating the decision

10. Typical problems that require decisions
A high level of employee turnover.
A reduction in firm profits.
Unacceptable levels of “shrinkage” in a store.
Lower than planned quality of finished goods.
An unexpected increase in workplace injuries.
The invention of a new technology that can increase the productivity of the workforce.

11. Evaluating Alternatives
Decision criteria should be related to the performance goals of the organization and its subunits.
Decision criteria can include:
Costs
Profits
Timeliness
Whether the decision will work
Fairness

12. Evaluating Alternatives (cont)
A practical way to apply decision criteria is to consider:
Decision quality – aspect of decision making based on such facts as costs, revenues, and product design specifications.
Decision acceptance – aspect of decision making based on people’s feelings.

13. Approaches to selecting the best alternative
Optimizing – selecting the best alternative from among multiple criteria.
Satisficing – selecting the first alternative solution that meets a minimum criterion.

14. Key factors for successful implementation
Providing resources (staff, budgets, office space) that will be needed for the activities that are required for successful implementation.
Exercising leadership to persuade others to move the implementation forward.
Developing communication and information systems that enable management to know if the decision alternative is meeting its planned objectives.
Recognition and rewards for individuals and teams that are successful with implementation.

15. Assumptions of the Rational Decision Making Process
The problem is clear and unambiguous.
There is a single, well-defined goal that all parties agree to.
Full information is available about criteria.
All the alternatives and their consequences are known.

16. Assumptions of the Rational Decision Making Process (cont)
The decision preferences are clear.
The decision preferences are constant and stable over time.
There are no time and cost constraints affecting the decision.
The decision solution will maximize the economic payoff.

17. Factors That Limit Rational Decision Making
Organization Politics
Emotions and Personal Preferences
Illusion of Control

18. Nonrational Decision Making Models
Administrative Model
Bounded rationality – the ability of a manager to be perfectly rational is limited by factors such as cognitive capacity and time constraints
Therefore, decision makers apply heuristics , or decision rules, that quickly eliminate alternatives
By using the heuristic known as satisficing, a manager seeks out the first decision alternative that appears to be satisfactory
Satisficing is an accurate model many management decisions.

19. Nonrational Decision Making Models (cont)
Garbage Can Model
This model suggests that managers have a set of preestablished solutions to problems located in “garbage cans.”
The garbage can model is likely to be used when decision makers are undisciplined and have no clear immediate goals.
The decision making process lacks structure
This can lead to serious difficulties

20. Advantages and Disadvantages of Group Decision Making
Increased acceptance
Greater pool of knowledge
Different perspectives
Greater comprehension
Training ground
Disadvantages
Social pressure
Minority domination
Logrolling
Goal displacement
“Groupthink”

21. Managing Group Decision Making
Leadership Style
Devil’s Advocate Role
Stimulating Creativity

22. Leader Decision Making Styles
Decide and persuade
Discover facts and decide
Consult and decide
Consult with group
and decide
Group decision

23. Decision Making Techniques to Stimulate Group Creativity
Brainstorming
Storyboarding
Delphi Technique
Nominal Group Technique (NGT) 3

24. Skills for Decision Making Process
Time management skills
To make good decisions, managers need time to understand the problem and develop creative solutions.
Delegation skills
Managers who know how to delegate are able to accomplish more than those who feel the need to be involved in every decision, no matter how trivial.

25. Effective Time Management Practices
Plan a list of things that need to be done today.
Plan weekly, monthly, and annual schedules of activities.
Schedule difficult and challenging activities when you are at your highest level of energy and alertness.
Set deadlines.

26. Effective Time Management Practices (cont)
Answer phone messages
and in batches
during a lull in your work schedule.
Have a place to work uninterrupted.
Do something productive during non-productive activities.

27. Effective Delegation Determine what you want done.
Match the desired task with the most appropriate employee.
Communicate clearly when assigning the task.
Ask questions to make sure the task is fully understood.
Set clear guidelines.

28. Effective Delegation (cont)
Keep communication channels open.
Allow employees to do the task the way they feel comfortable doing it.
Trust employees’ capabilities.
Check on the progress of the assignment.
Hold the employee responsible for the work.
Recognize what the employee has done, and show appropriate appreciation.