PoM T2 (Various decisions in management funcitons (Planning ( What are…
Various decisions in management funcitons
What are organisation's long term objectives?
What strategies will best achieve those objectives?
What should the organisation's short term objectives be?
How difficult should individual goals be?
How do I handle employees who appear to be low in motivation?
What is the most effective leadership style in a given situation?
How will a specific change affect worker productivity?
When is the right time to stimulate conflict?
How many employees should I have report directly to me?
How much centralisation should there be in the organisation?
How should jobs be designed?
When should the organisation implement a different structure?
What activities in the organisation need to be controlled?
How should those activities be controlled?
When is performance deviation significant?
What type of management information system should the organisation have?
Making a choice from two or more alternatives
Identifying a problem and decision criteria and allocating weights to that area.
Developing, analysing and selecting an alternative that can solve the problem
Implementing the selected Alternaive.
Evaluating the decision's effectiveness.
Evaluating the decision's effectiveness
How effectively was the problem resolved by outcomes
resulting from chosen alternatives ?
If the problem was not resolved, what went wrong?
Implementing the Alternative
Putting the chosen alternative into action.
Conveying the decision to and gaining commitment
from those who will carry out the decision.
Identifying Variable Alternatives
Alternatives are listed (without evaluation) that can resolve the problem.
Appraising each alternative's strengths and weaknesses.
An alternative's appraisal is based on its ability to resolve the issues identified in steps 2 and 3.
Selecting an alternative
Choosing the best alternative.
The alternative with the highest total weight is chosen.
A discrepancy between an existing and desired state of affairs.
Characteristics of Problems
A problem becomes a problem when the manager becomes aware of it.
There is pressure to solve the problem
The manager must have the authority, information, and resources needed to solve the problem.
Identifying Decision Criteria
Decision criteria are factors that are important (relevant) to solving the problem.
Costs that will be incurred. (investments required)
Risks likely to be encountered (chances of failure)
Outcomes that are desired (growth of the firm)
Allocating weights to the criteria
Decision criteria are not of equal importance.
Assigning a weight to each item places the items in
the correct priority order of their importance in decision making
Identification of Problem:
"My sales reps need new computers!"
Identifying decision criteria:
Memory and Storage
Allocating weights to Criteria:
Memory and Storage - 10
Battery Life. - 9
Display Quality. - 7
Warranty. - 1
Carrying Weight. - 9
Development of Alternatives:
Dell, HP, Apple, Lenovo, Toshiba..
Selecting an Alternative:
Evaluating the opted decision
<= Go back to here - at identifying the problem