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chapter 7 DECISION MAKING - Coggle Diagram
chapter 7 DECISION MAKING
DEFINITION
PROCESS OF IDENTIFYING AND SELECTING A COURSE OF ACTION TO SOLVE A SPECIFIC PROBLEM
TYPES
PROGRAMMED DECISIONS
FREQUENCY-REPETITIVE,ROUTINE
INFORMATION READILY AVAILABLE
LOWER MANAGERIAL LEVEL
GOALS ARE CLEAR AND SPECIFIC
STRUCTURED PROBLEM
TIME FRAME FOR SOLUTION-SHORT
DECISION IS MADE BASED ON PROCEDURES, RULES, POLICIES, GUIDELINES
NON-PROGRAMMED DECISIONS
FREQUENCYNEW, INFREQUENT
INFORMATION AMBIGUOUS OR INCOMPLETE
UPPER MANAGERIAL LEVEL
GOALS ARE UNCLEAR
UNSTRUCTURED PROBLEM
DECISION IS MADE BASED ON JUDGEMENT AND CREATIVITY
TIME FRAME FOR SOLUTION-RELATIVELY LONG
CONDITIONS OF DECISION-MAKING
CERTAINTY CONDITIONS
RISK CONDITIONS
UNCERTAINTY CONDITIONS
MODELS
BOUNDED RATIONALITY MODEL
VAGUE PROBLEM AND GOALS
CONDITION OF UNCERTAINTY
LIMITED INFORMATION ABOUT ALTERNATIVES AND THEIR OUTCOMES
SATISFYING CHOICE FOR RESOLVING PROBLEM USING INTUITION
EMOTIONAL MODEL
INCONSISTENT VIEWPOINTS; AMBIGUOUS INFORMATION
PLURALISTIC; CONFLICTING GOALS
BARGAINING AND DISCUSSION AMONG COALITION MEMBERS
CONDITION OF UNCERTAINTY/ AMBIGUITY
RATIONAL MODEL
CLEAR-CUT PROBLEM AND GOALS
COMPLETE INFORMATION ABOUT ALTERNATIVES AND THEIR OUTCOMES
RATIONAL CHOICE BY INDIVIDUAL FOR MAXIMIZING OUTCOMES
CONDITION OF CERTAINTY
PROCESS
IDENTIFY THE PROBLEMS
DEFINE THE PROBLEM
DIAGNOSE THE CAUSES
IDENTIFY THE OBJECTIVES OF THE DECISION
DEVELOP ALTERNATIVES
BY BRAINSTORMING
ANALYZE ALTERNATIVES
FATCORS
AUTHORITY FACTOR
BIOLOGICAL FACTOR
TECHNOLOGICAL FACTOR
ECONOMIC FACTOR
SELECT THE BEST ALTERNATIVE
CRITERIA
FEASIBILITY
QUALITY
ACCEPTABILITY
COST
REVERSIBILITY
ETHICS
IMPLEMENT THE DECISION
EVALUATE THE DECISION
TAKE FOLLOW-UP ACTION
DECISION-MAKING TECHNIQUES
THE MANAGER AS THE DECISION MAKER
DECISION STYLE
ANALYTICAL
CONCEPTUAL
DIRECTIVE
BEHAVIOURAL
GROUP DECISION-MAKING
ADVATAGES
ABLE TO COLLECT MORE INFO AND DIVERSITY OF VIEWS
ABLE TO DEVELOP MANY EFFECTIVE ALTERNATIVES
DEGREE OF INVOLVEMENT
GREATER ACCEPTABILITY
DISADVANTAGE
MINORITY DOMINATION
PRESSURE TO FOLLOW A DECISION
TAKES A LONGER TIME
UNCLEAR RESPONSIBILITY
TECHNIQUES TO IMPROVE
ELECTRONIC MEETING SYSTEM (EMS)
DELPHI TECHNIQUE
NOMINAL GROUP TECHNIQUE (NGT)
BRAINSTORMING