1. The Decision Making Model
Ch. 7

2. Steps in the decision-making process:
Identify and define the problem.
Generate and evaluate possible solutions.
Choose a preferred course of action and conduct the “ethics double check.”
Implement the decision.
Evaluate results.
Management Fundamentals - Chapter 7

3. Figure 7.5 Steps in managerial decision making and problem solving.
Management Fundamentals - Chapter 7

4. Step 1 — identify and define the problem.
Focuses on information gathering, information processing, and deliberation.
Decision objectives should be established.
Common mistakes in defining problems:
Defining the problem too broadly or too narrowly.
Focusing on symptoms instead of causes.
Choosing the wrong problem.

5. Step 2 — generate and evaluate possible solutions.
Potential solutions are formulated and more information is gathered, data are analyzed , the advantages and disadvantages of alternative solutions are identified
Approaches for evaluating alternatives:
Stakeholder analysis.
Cost-benefit analysis.

6. Step 2 — generate and evaluate possible solutions (cont.).
Criteria for evaluating alternatives:
Benefits.
Costs.
Timeliness.
Acceptability.
Ethical soundness.
Common mistakes:
Selecting a particular solution too quickly.
Choosing a convenient alternative that may have damaging side effects or may not be as good as other alternatives.

7. Step 3 — decide on a preferred course of action.
Classical decision model.
Managers act rationally in a certain world.
Managers face clearly defined problems and have complete knowledge of all possible alternatives and their consequences.
Results in an optimizing decision.

8. Step 3 — decide on a preferred course of action (cont.).
Behavioral decision model
Managers act in terms of what they perceive about a given situation.
Recognizes limits to human information- processing capabilities.
Cognitive limitations.
Bounded rationality.
Results in a satisfiying decision.

9. Step 4 — implement the decision solution.
Involves taking action to make sure the solution decided upon becomes a reality.
Managers need to have willingness and ability to implement action plans.
Lack-of-participation error should be avoided.
Management Fundamentals - Chapter 7

10. Figure 7.6 Differences in the classical and behavioral models of managerial decision making.

11. Step 5 — Evaluate Results
Involves comparing actual and desired results.
Positive and negative consequences of chosen course of action should be examined.
If actual results fall short of desired results, the manager returns to earlier steps in the decision-making process.
Management Fundamentals - Chapter 7

12. Heuristics
Refers to experience-based techniques for problem solving, learning, and discovery that find a solution which is not guaranteed to be optimal, but good enough for a given set of goals.