1. 13–1 Nature of Managerial Decision Making Decision making situations: 1.Programmed decisions 2.Non-Programmed decisions making

2. 13–2 Nature of Managerial Decision Making In fact Decision Making is very much identical with Managing. Let us see kind of decisions in POLCA!

3. 13–3 Planning: 1.What the organization’s long-term objectives? (It’s a challenge, issue, or goal) 2.What strategies will best achieve those objectives? 3.What should the organization’s short-tem objectives be? 4.How difficult should individual goals be? (Goals should be achievable)

4. 13–4 Organizing: 1.How many employees should I have report directly to me? 2.How should jobs be designed? (JD’s, Dept.) 3.When should an organization implement a different structure? (Employee Structure, Hierarchy)

5. 13–5 Leading: 1.How do I handle employees who appear to be low in motivation? (Team, Spirit) 2.What is the most effective leadership style in a given situation? 3.How different work groups can work like teams?

6. 13–6 Controlling: 1.What type of management information system should we have? 2.What activities in the organization need to be controlled? (Attendance) 3.How will a specific change affect workers productivity? (technology, process, structure, role)

7. 13–7 Assurance: What is the guarantee that decision when implemented will provide the desire result.

8. 13–8 Nature of Managerial Decision Making Decision making situations: 1.Programmed decisions 2.Non-Programmed decisions making

9. 13–9 Nature of Managerial Decision Making Decision making situations: 1.Programmed decisions Routine, repetitive, well structured situations by use of predetermined decision rules

10. 13–10 Nature of Managerial Decision Making Types of Problems and Situations: Well-Structured Problems Straightforward, familiar and easily defined  Involve goals that clear.  Are familiar (have occurred before).  Are easily and completely defined—information about the problem is available and complete.

11. 13–11 Nature of Managerial Decision Making A Policy  A general guideline for making a decision about a structured problem. A Procedure  A series of interrelated steps that a manager can use to respond (applying a policy) to a structured problem. A Rule  An explicit statement that limits what a manager or employee can or cannot do in carrying out the steps involved in a procedure.

12. 13–12 Managerial Decision Making Programmed decisions used to address structured problems 1.Minimize the need for managers to use discretion 2.Facilitate organizational efficiency

13. 13–13 Programmed Decisions (Examples) 1.Deciding if student meet graduation requirements. 2.Determine skilled worker’s daily wage. 3.Hospital laboratory charges for a test 4.Customer want to return a purchased product. 5.To re-order kitchen supplies in a restaurant

14. 13–14 Managerial Decision Making 2.Non-Programmed Decision making Pre determined decision rules are impractical due to novel &/or ill structured situations.

15. 13–15 Managerial Decision Making Types of Problems and Situations: Poorly Structured Problems New, unusual problems for which information is ambiguous or incomplete

16. 13–16 Managerial Decision Making Non-Programmed Decisions used to address poorly structured problems 1.Used a custom-made response 2.More frequent among higher-level managers Few decisions in the real world are fully programmed or non!

17. 13–17 Non-Programmed Decisions (Examples) 1.Selection of an architect to design a new manufacturing plant/house. 2.To invest or not, in a new technology? 3.To shut down or invest in a money-losing division? 4.To switch from one academic discipline to another discipline for a better growth?

18. 13–18 Types of Problems, Types of Decisions & Level in the Organization Types of Problems Non- Programmed Decisions Programmed Decisions Level in Organization Ill Structured Top Well Structured Lower

19. 13–19 Managerial Decision Making 3.The Element of Risk Possibility of a chosen decision could lead to losses rather than intended results. A situation in which the manager is able to estimate the likelihood (probability) of outcomes that result from the choice of particular alternatives.

20. 13–20 Manager as Decision Maker Models of Managerial Decisions Making: 1.Rational Model

21. 13–21 Rational Decision-Making Model External and Internal Environmental Forces 1. Define the Issue 2. Set Goals 3. Search for Alternative Solutions 4. Compare and Evaluate Alternative Solutions 5. Choose among Alternative Solutions 6. Implement the Solution Selected 7. Follow up and Control