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MODULE 9 MANAGERS AS DECISION MAKERS

MODULE 9 MANAGERS AS DECISION MAKERS. “Decide first, then act”. How do managers use information to make decisions and solve problems? What are the steps in the decision-making process? What are some practicalities of managerial decision making?.

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MODULE 9 MANAGERS AS DECISION MAKERS

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  1. MODULE 9MANAGERS AS DECISION MAKERS “Decide first, then act” • How do managers use information to make decisions and solve problems? • What are the steps in the decision-making process? • What are some practicalities of managerial decision making?

  2. MANAGERS AS DECISION MAKERSUsing Information to Make Decisions and Solve ProblemsMODULE GUIDE 9.1 • Managers deal with problems posing threats and offering opportunities. • Managers can be problem avoiders, problem solvers, or problem seekers. • Managers display systematic and intuitive problem-solving styles. • Managers make decisions under conditions of certainty, risk, and uncertainty. • Managers solve problems with programmed and nonprogrammed decisions.

  3. MANAGERS AS DECISION MAKERSUsing Information to Make Decisions and Solve Problems • Problem Solving • Identifying and taking action to solve problems • Information Competency • The ability to gather and use information to solve problems. • Performance Threat • A situation where something is wrong or likely to be wrong. • Performance Opportunity • A situation that offers the possibility of a better future, if the right steps are taken.

  4. MANAGERS AS DECISION MAKERSUsing Information to Make Decisions and Solve Problems

  5. USING INFORMATION TO MAKE DECISIONS AND SOLVE PROBLEMSProblem Solving Styles • Systematic Thinking • Approaches problems in a rational and analytical fashion. • Intuitive Thinking • Approaches problems in a flexible and spontaneous fashion.

  6. USING INFORMATION TO MAKE DECISIONS AND SOLVE PROBLEMSDecision Environments • Certain Environment • offers complete information on possible action alternatives and their consequences. • Risk Environment • lacks complete information but offers probabilities of the likely outcomes for possible action alternatives. • Uncertain Environment • lacks so much information that it is difficult to assign probabilities to the likely outcomes of alternatives.

  7. USING INFORMATION TO MAKE DECISIONS AND SOLVE PROBLEMSTypes of Decisions • Decision • a choice among possible alternative courses of action. • Programmed Decision • applies a solution from past experience to a routine problem. • Nonprogrammed Decision • applies a specific solution crafted for a unique problem.

  8. USING INFORMATION TO MAKE DECISIONS AND SOLVE PROBLEMSTypes of Decisions

  9. MANAGERS AS DECISION MAKERSThe Decision Making ProcessMODULE GUIDE 9.2 • Step 1 is to identify and define the problem. • Step 2 is to generate and evaluate alternative courses of action. • Step 3 is to decide on a preferred course of action. • Step 4 is to implement the decision. • Step 5 is to evaluate results.

  10. THE DECISION MAKING PROCESSStep 1 – Defining The Problem • Decision Making • A process that begins with identification of the problem and ends with evaluation of implemented solutions. • Common Mistakes When Identifying Problems • 1. Defining problem too broadly or too narrowly • 2. Dealing with symptoms, not real causes • 3. Focusing on wrong problem to begin with

  11. THE DECISION MAKING PROCESSStep 2 – Generate And Evaluate Alternatives • Cost-benefit Analysis • Comparing the costs and benefits of each potential course of action. • Criteria for Evaluating Alternatives • Cost and benefits: • Are expected benefits greater than costs? • Timeliness: • How long before the benefits occur? • Acceptability: • Is it acceptable to key stakeholders? • Ethical soundness: • Does it satisfy ethical standards?

  12. THE DECISION MAKING PROCESSStep 3 – Decide On A Preferred Course Of Action • Two Different Outcomes • Optimizing Decision • chooses the alternative giving the absolute best solution to a problem. • Satisficing Decision • chooses the first satisfactory alternative that presents itself.

  13. THE DECISION MAKING PROCESSStep 4 - Implement The DecisionStep 5 - Evaluate The Results • Criteria for Implementing the Decision • Lack of participation error • Errors made because of failure to include the right quantity and quality of people in the decision making process • Criteria for Evaluating the Results • Results must be evaluated against objectives set at the beginning of the process

  14. Practicalities Of Management Decision MakingMODULE GUIDE 9.3 • Judgmental heuristics and other biases may cause decision-making errors. • Group decision making has both advantages and disadvantages. • Managers must be prepared for crisis decision making. • Managers should always check the ethics of their decisions.

  15. PRACTACALITIES OF MANAGEMENT DECISION MAKINGSome Common Mistakes • Heuristics • Simplifying strategies or “rules of thumb” • Availability Heuristic • occurs when people use information “readily available” as a basis for assessing a current event or situation. • Representative Heuristic • occurs when people assess the likelihood of something occurring based on its similarity to a stereotyped set of occurrences. • Anchoring and Adjustment Heuristic • involves making decisions based on adjustments to a previously existing value, or starting point.

  16. PRACTACALITIES OF MANAGEMENT DECISION MAKINGSome Common Mistakes • Framing Error • Solving a problem in the context perceived • Escalating Commitment • The continuing of a course of action even though it is not working

  17. MANAGEMENT TIPS • How to avoid the escalation trap • Set advance limits on your involvement and commitment to a particular course of action; stick with these limits. • Make your own decisions; don’t follow the lead of others, since they are also prone to escalation. • Carefully determine just why you are continuing a course of action; if there are insufficient reasons to continue, don’t. • Remind yourself of the costs of a course of action; consider saving these costs as a reason to discontinue. • Watch for escalation tendencies; be on guard against their influence on both you and others involved in the course of action.

  18. PRACTACALITIES OF MANAGEMENT DECISION MAKINGGroup Decision Making • Potential Advantages and Disadvantages of Group Decision Making • Why group decisions are often good: • More information, expertise, and viewpoints are available to help solve problems. • More alternatives More alternatives are generated and considered during decision making. • Increased understanding There is increased understanding and greater acceptance of decision by group members. • Greater commitment There is increased commitment of group members to work hard and support the decision. • Why group decisions can be bad: • Conformity with social pressures Some members feel intimidated by others and give in to social pressures to conform. • Domination by a few members A minority dominates; some members get railroaded by small coalition of others. • Time delays More time is required to make decisions when many people try to work together. • A crisis is an unexpected problem that can lead to disaster if not resolved quickly and appropriately.

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