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Problem Solving and also Decision Making A Process Salso procedures that offers a rational and analytical way of looking at decisions. 1




You are watching: Which style of decision making is very broad in outlook and considers many alternatives?

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Decision Making Process * * * * Identify the Problem Collect Relevant Information Develop Alternatives Evaluate each Alternative Select the Best Alternative Implement the Decision Follow-up and Evaluate 2


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What is a Problem? A discrepancy in between an existing and also a preferred state of affairs. & Identifying the genuine problem is no basic task. 3


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Problem Identified What are the bordering scenarios & Is tbelow even more than one means to deal with the problems ? ? ? 4


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Alternatives Developed Identify the toughness and weakness of each alternate & Select the one that finest addresses the salient inequalities 5


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Make a Decision Implement the decision and take the procedures crucial to ensure correct timing and also execution. Follow-up and evaluate the outcomes 6


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Decision Tools * Expected Value Analysis It permits decision machines to area a monetary value on the various consequences likely to result from the selection of a specific course of action. 7


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Decision Tools * Decision Tree Encompass’ meant worth analysis by assigning probabilities to each possible outcome and also calculating payoffs for each decision path. 8


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Decision Tools * Marginal Analysis Assessing decisions in terms of their incremental prices. * MIS A mechanism to provide the manager with required and also specific information on a regular and timely basis. 9


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Decision Making Styles Everyone brings their very own unique personalities and experiences to the decisions they make. Notwithstanding however, The decision-style version outlined in your message has actually identified 4 principle formats. 10


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Decision Making Styles The decision-style version assumes that world differ along 2 dimensions: * Their means of reasoning (How they procedure information) * Tolerance for Ambiguity (How clear does everything need to be) 11


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Directive n Low tolerance for ambiguity. n Seeks rationality. n Efficient and also logical. n Makes quick decisions. n Quick term emphasis 12


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Analytic n High tolerance for ambiguity. n Requires more information. n Considers more options. n Careful and adaptable. 13


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Conceptual n Very wide in outlook. n Considers many type of choices. n n Good at finding imaginative remedies. Focus long array. 14


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Behavioral n n n Work well via others. Concerned with achievements of subordinates. Receptive to suggestions. Avoids problem. Seeks acceptance. 15


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Ethics in Decision Making Usual Rationalizations * “Its not really illegal or imethical. ” * “Its in my (Organization’s) ideal interest” * “No one will find out” * “Because it benefits the organization it will certainly be protected” * “Everybody does it” 16


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Ethics in Decision Making Different Views of Ethics * Utilitarian Decisions are made exclusively on the basis of their outcomes. The best good for the biggest number. * Rights View Decisions emphasize respecting and also protecting the fundamental legal rights of individuals. 17


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Ethics in Decision Making Different Views of Ethics * Justice View A view that needs individual to impose and also enpressure rules reasonably and impartly so there is an equitable distribution of benefits and expenses. 18


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Group Decision Making Advantperiods * Provides more complete indevelopment. * Generates more choices. * Increases acceptance of a solution. * Increases legitimacy. 19


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Group Decision Making Disadvantages * Time consuming * * * Minority supremacy Pressure to conform (Groupthink) Ambiguous obligation 20




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Group Decision Making Tends to be: * More specific * * * More creative More acceptable More time consuming 21


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Group Decision Making Special Techniques * Brainstorming * Nominal Group Technique * Electronic Meetings 22