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POLC Information and Decision Making - Coggle Diagram
POLC Information and Decision Making
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Decision-making is influenced by sources, quality, and reliability of information
Decisions pertaining to the number of subordinates that report to one manager falls within the organising function, in particular, the chain of command element of organisational design.
The ability to engage in critical thinking, analysis, and reflection that determines how well one makes decisions based on available information.
Arriving at Decisions
Rationality: Managerial decision making is assumed to be rational (maximise benefit for the organisation)
Bounded Rationality（Decisions made within the parameters of a simplified model that captures the
essential features of a problem）
Bounded by the limitations and constraints, managers attempt to behave rationally - “Good enough”decisions. As managers can't possibly analyse all information on all alternatives, managers satisfice, rather than maximise when engaged in managerial decision-making.
Intuition is a product of: - Previous experience
“Gut-Level Feeling”
Accumulated Judgement
Group Decision Making
The value of collaborative decision-making: Groups can be both beneficial as well as detrimental to effective decision making
Advantages
More complete information and knowledge
More diverse alternatives
Increases acceptance of a solution
Increases legitimacy
disadvantage
Time consuming
Minority domination
Pressure to conform
Ambiguous responsibility
Managerial Problems and Decisions
Well Structured Problems result in Programmed Decisions
Structured problems are easily defined
Goal of decision-maker is clear, problem is familiar and information well defined
Programmed decisions are those handled by a routine approach
Procedure → Rule → Policy
Un-Structured Problems result in Non-Programmed Decisions
Un-structured problems are new or unusual, Information is ambiguous or incomplete
Non-programmed decisions need a custom approach Unique + Non-recurring → Tailored solution
Decision Making Conditions and Errors
Certainty – A manager can make accurate decisions because the outcome of every alternative is known
Risk – A manager can estimate the likelihood of certain outcomes.
Uncertainty – A manager has neither certainty nor reasonable probability estimates
Managerial decision-making is undertaken within diverse conditions using linear as well as non-linear thinking fraught with numerous errors/biases
The linear thinking style is characterised by a person’s preference for using
external
data and processing this information through rational, logical thinking. The non-linear thinking style is characterised by a preference for
internal
sources of information and processing this information with internal insights, feelings and hunches.
Decision Making Errors and Biases
Overconfidence
Immediate gratification
Anchoring effect
Selective perception
Confirmation
Framing
Availability
Representation
Randomness
Sunk costs
Self-Serving
Hindsight