SBenegaL

Category: Decision Making Process

  • Decision Making Process 3

    In the last byte, we began our discussion about the first two stages of the decision making process. In today’s byte, we look at the remaining stages.

    The third step indicated in the process of the decision making process is that of gathering information that would help the manager decide about why the problem occurred.

    The fourth step is that of listing and evaluating the alternative courses of action – the manager in real life might not list it on a paper or board but would keep tab of the alternative courses and the various factors that affect the outcome there in. It also helps if some amount of brain storming could pitch in here (this is driven by the management style of the manager really!)

    The next step is to select the alternative that best achieves the objective that the manager set out to achieve in the first place. If the problem was appropriately diagnosed and the alternatives properly identified, it would be an easy step at this stage.

    The last and most crucial phase is that of implementing the decision. If there is no implementation of any decision made, it would be of no use – the situation should also be monitored to see if the decision made really meets the objective – the follow up is only complete if the monitoring and corrective action are taken up based on the feedback received.

  • Decision Making Process 2

    In the last byte, we began our discussion on decision making process and classified the decisions into 2 types. In today’s byte, we look at the various steps involved in a decision making process.

    The decision making process could be summarized in the following diagram (adapted from the reference book):

    The first step in a decision making process is that of recognizing the problem. The other way of looking at this is it is the point when the manager realizes that he/she has to make the decision in the context. It is important to identify the real problem else it is very possible that any action taken would not fix the real underlying reason – it would only be treating the symptoms and that is more life firefighting than the root cause fixation.

    The second step in the process is for the manager to indentify the objective with which the decision is to be made – that is, the manager should determine what needs to be accomplished through the decision.

    We shall continue the discussion on the other steps in the next byte.

  • Decision Making Process

    In the last byte, we looked at the difference between the responsibilities of a manager and a team leader. In today’s byte, we look at decision making process.

    Decision Making is an integral component of the life of a manager. We could classify these into 2 categories:

    1. Programmed Decisions
    2. Non Programmed Decisions

    Programmed Decisions refer to those decisions which are simple routine matters for which a manager has an established decision rule.

    Non Programmed Decisions refers to those decisions which made in new and could therefore be complex decisions that require a creative solution.

    Independent of the classification of decision making, it would be best we understand the process – how a decision is made by an individual or in a group. The following diagram illustrates such a process.