Decision Making Process & The Professional Mona
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A Group presentation done expounding on the decision making process
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Decision Making Process & The Professional Mona
- 1. WORKSHOP Group Members: Kimeisha Ramona Nadain & Cordel
- 2. Presentation Objectives: We will be looking forward on presenting the following: • Define the Decision Making Process • Highlight the steps involved • The Elements of Decision Making • Inherent Personal/System Traps when decisions are to be made
- 3. Presentation Objectives (Cont’d) • How does this benefit the professional
- 5. The Elements of Decision Making THE PROBLEM CONTEXT PROBLEM FINDING AND AGENDA SETTING RATIONALES SETTINGS SCOPE AND LEVEL PROCEDURAL AND TECHNICALAIDS OUTCOME IMPLEMENTATION
- 6. THE PROBLEM CONTEXT The macrocontext The mesocontext The microcontext
- 7. PROBLEM FINDING & AGENDA SETTING
- 8. RATIONALES
- 9. SETTINGS Depending on the nature of the business, decision making may take a longer time within an organization.
- 10. SCOPE & LEVEL Attention must be paid to problem scope and organizational level.
- 11. PROCEDURAL AND TECHNICAL AIDS. Aid managers in their decision making processes.
- 12. OUTCOME: W henever deci si on m ngaki pr ocess i s ut i l i sed, t hose i nvol ved i n m ng t he aki deci si on need t o m ake sur e t hat a r esponse has act ual l y been ar r i ved at .
- 13. IMPLEMENTATION The final and most important step.
- 14. Decision Making Process Steps The Steps Involving the decision making process include: 1. Define the problem 2. Identify limiting factors 3. Develop potential alternatives 4. Analyse the alternatives 5. Select the best alternative 6. Implement the decision 7. Establish a control and evaluation system
- 15. Making Effective Decisions Factors Include: Perception. Goals. Priority. Values. Acceptability. Demands. Risk. Style. Resources. Judgement.
- 16. Inherent Personal Traps These may include the following: • Trying too hard to play it safe. • Letting fears and biases tilt your thinking and analysis. • Getting lost in the minutia can cause trouble. • Craving for unanimous approval. • Trying to make decisions which are outside your realm of authority.
- 17. Inherent System Traps These may include: • Willing to begin with too little, inaccurate, or wrong information. • Overlook viable alternatives or waste time considering alternatives which have no realistic prospects. • Not following the decision making steps. • Failure to clearly define the results you expect to achieve. • Worst of all, failure to reach a decision .
- 18. Benefits to the Professional • • • •
- 20. INTRODUCTION
- 21. Question 1 Which of the following is not an element of the decision making process? a) Scope and level b) Settings c) Outcome d) None of the above
- 22. Question 2 Which one of the following represents a personal Inherent trap that you might face as a professional? a) Seeking approval unnecessarily b) Not following the decision making steps c) Coming to a decision d) Not properly highlighting goals that you want to achieve
- 23. Question 3 Which of the following would you say is the correct order in the steps of the decision making process?? a) Implement,Identify,Develop,Define b) Define,Develop,Select,Establish c) Analyse,Select,Define,Develop d) Define,Analyse,Identify,Implement
- 24. Return to Q1 Return to Q2 Return to Q3
Hinweis der Redaktion
- Decision making is the cognitive process leading to the selection of a course of action among alternatives. Every decision making process produces a final choice. It can be an action or an opinion. It begins when we need to do something but we do not know what. Therefore, decision making is a reasoning process which can be rational or irrational, and can be based on explicit assumptions or tacit assumptions.
- The macrocontext draws attention to global issues (exchange rates, for example), national concerns (the cultural orientations toward decision processes of different countries), and provincial and state laws and cultures within nations. The mesocontext attends to organizational cultures and structure. Eg. The microcontext addresses the immediate decision environment—the organization's employees, board, or office. Eg.
- An important difficulty in decision making is failure to act until one is too close to the decision point—when information and options are greatly limited. Organizations usually work in a "reactive" mode. Problems are "found" only after the issue has begun to have a negative impact on the business. Nevertheless, processes of environmental scanning and strategic planning are designed to perform problem reconnaissance to alert business people to problems that will need attention down the line. Proactivity can be a great strength in decision making, but it requires a decision intelligence process that is absent from many organizations.Moreover, problem identification is of limited use if the business is slow to heed or resolve the issue. Once a problem has been identified, information is needed about the exact nature of the problem and potential actions that can be taken to rectify it.
- Organizational decision makers have adopted a variety of styles in their decision making processes. For example, some business leaders embrace processes wherein every conceivable response to an issue is examined before settling on a final response, while others adopt more flexible philosophies. The legitimacy of each style varies in accordance with individual business realities in such realms as market competitiveness, business owner personality, acuteness of the problem, etc.
- Define the decision clearly.A lot of decision making goes wrong at the starting point.the more specific your definition of the decision is to made, the clearer will be your analysis and the likelihood of success. Consider all the possible choices.Successful decision makers explore all of the possible choices of the situation.In fact many of the less obvious choices turn out to be the most effective ones.Gather all relevant information and evaluate all the pros and cons of each possible choice.In many cases, we may lack sufficient information to make an informed decision.Analyze the advantages and disadvantages of each choiceSelect the choice that seems to best meet the needs of the situation.Synthesize all what you learned in previous steps and make a conclusion that you believe to be your “best” choice.Implement a plan of action and then monitor the results, making necessary adjustments.Once you have selected your best choice, you need to develop and implement a specific and concrete plan of action.As you begin taking the steps in your plan, you will discover that adjustments need to be made.