decision making skills exam

8/17/2019 Decision making skills exam

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MANAGER ROLES

What do manager do?

The interpersonal Roles

-Figurehead

-Leader

-Liaison

The Informational Roles

-Monitor

-Disseminator

-Spokesperson

The Decision Roles

-Entrepreneur

-Disturbance Handler

-Resource Allocator

-Negotiator

TYPES OF DECISION

Non-programmed decisions- Decision making in response to novel opportunities

and problems

Programmed decisions- Decision making in response to recurring opportunities

and problems!per"ormance program utili#ed$

PROGRAMMED DECISIONS% Routine& almost automatic process

NON PROGRAMMED DECISIONS% 'nusual situations that have not been o"ten

addressed

MANAGER OS!ACLES

-(o recogni#e the people )ith common& but di*erent characteristics "rom the main

stream& o"ten think di*erentl+& act di*erentl+& learn di*erentl+ and communicate

di*erentl+


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-Managers need to develop patience & open ,mindedness& acceptance and cultural

a)areness

-Result& productivit+ can be maimi#ed

..

OS!ACLES

-/nternal obstacles

-Eternal obstacles

/N(ERNAL 01S(A2LE is basicall+ "ear )ithin us3

• Fear o" making )rong decision• Fear o" taking a risks

• Fear o" "ailure

• Fear o" change

• Lack o" sel"-con4dence

• Ambivalence

• 5rocrastination

• Stereot+ping about sel" and others )ith respect to age& gender and race

E6(ERNAL 01S(A2LE is obstacle "rom the surrounding situation3

• Famil+ epectations and responsibilities !pa+ the bills& cook the meals&

pressure not to move$• Societal stereot+ping )ith respect to age& gender and se

• 0ther societal epectations !pressure to con"orm& to gain more mone+& to be

a good parent$• Eg /" !this$ is done&!that$cannot be done

/" lad+ goes to to )ork& the "aces di7cult+ to take care o" children


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SWO!

Is a a useful technique for understanding your Strengths and Weaknesses, and for

identifying both the Opportunities open to you and the Threats you face.

-Strength

-8eakness

-0pportunit+

-(hreat

9/n this chapter / can:t stu* in much because anal+sis depends on ;uestion

DECISION MA"ING MODELS

$ (he !olitical Model

CLASSICAL- A decision making model based on the assumption that managers

should make logical decisions that )ill be in the organi#ation:s best economic

interest!5R0?RAMMED$

ADMINIS!RA!I#E- A decision making model that describes ho) managers actuall+

make decision in situations characteri#ed b+ non-programmed decisions&

uncertaint+ and ambiguit+!N0N 5R0?RAMMED$

• "ounded rationality -

-1ounded rationalit+ means that people have limits or boundaries& on ho)

rationalit+ the+ can be

-Satis4cing criteria must be met@ Satis4cing means that decision makers

choose the 4rst solution alternatives that satis4es minimal decision criteria

• Intuition# represent a ;uick apprehension o" a decision situation based on

past eperience but )ithout conscious thought


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POLI!ICAL- /s use"ul "or making nonprogrammed decisions )hen conditions are

uncertain& in"ormation is limited and there are manager conBicts about )hat goals

to pursue or )hat course o" action to take

F0'R DE2/S/0N MAC/N? S(LES

• D/RE2(/E

• ANAL(/2

• 1EHA/0'RAL

• 20N2E5('AL

D/RE2(/E- /s used b+ people )ho pre"er simple& clear-cut solutions to problems!0NE 2'( (80 5/E2EF0LL08 R'LES$

ANAL(/2- Managers )ith anal+tical st+le like to consider comple solutions based

on as much as data as the+ can gather!(HE ?A(HER DA(A 1EF0RE 20M/N? (0

20N2L'S/0N$

1EHA/0'RAL- /s o"ten the st+le adopted b+ managers having a deep concern "or

others as individuals!'NDERS(AND 0(HERS FEEL/N?(R (0 HEL5 0(HERS

A2H/EE ?0AL AS 8ELL$

20N2E5('AL- Managers )ith conceptual st+le like to consider a broad amount o"in"ormation 1ut& the+ more sociall+ oriented than those )ith an anal+tical st+le

!(HE (ALC (0 0(HERS AND 20ME '5 8/(H 2REA(/E AND /N('/(/E

AL(ERNA(/E$

!$PES O% MIS!A"ES


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• (ime Mistakes !5R02RAS(/NA(/0N&G'M5/N? (HE ?'N$

• /n"ormation Mistakes !A2(/N? 8/(H0'( EN0'?H /NF0RMA(/0N 0R MA

20LLE2( S0 M'2H /NF0RMA(/0N (HA( HE 0R SHE 1'RR/ED /N DE(A/LS$

• 0rgani#ation Mistakes !(00 L/((LE 0R (00 M'2H 5LANN/N? 2AN MACE A

DE2/S/0N /M50SS/1LE 0R 'NL/CEL (0 5R0D'2E SA(/SF/N? RES'L(S$I


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• 2onstructive

• E*ective

?REEN

• 2reative& Alternatives& Ne) approaches to problems

• Ne) /deas and ne) concepts and ne) perceptions

• Search "or Alternatives

1L'E

• 2ontrol

• 0rgani#ation

•Responsible "or 2onclusions

• Sets the Focus

• 'se o" All the Hats

S/6 (H/NC/N? HA( 5'R50SE

• Simpli4es thinking b+ having to deal )ith one thing at a time

• Allo)s a s)itch in thinking )ithout threatening ego


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5 DECISION MAKIN SKI!! PROCESS

#a()es are )hat is important to +ou

Goa(s are the ends or purposes to)ard )hich +ou strive

Reso)rces is an asset used in reaching and completing goals

(he decision-making process is a valuable resource to help +ou solve problems and

reach +our goals


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GRO*P DECISION MA"ING

#A group of indiiduals are brought together in hopes of determining a solution to a problem.

$%O&!T'I()

GRO*P!+IN" -5attern o" "ault+ and biased decision making that occurs in groups

)hose members strive "or agreement among themselves at the epense o"

accuratel+ assessing in"ormation relevant to a decision

Impro,ed Gro)p Decision Ma'ing

-'se devils advocac+

-use heuristics


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Gro)p Decision Ma'ing !echni)es

./rainstorming

De0nition1 A spontaneous& participative decision-making techni;ue that groups

use to generate a )ide range o" alternatives "rom )hich to make a decision

2/ Nomina( Gro)p !echni)e

De0nition1 ?roup members generate ideas on their o)n and )rite them do)n&

group members communicate their ideas to the rest o" group and each ideas is then

discussed and criticall+ evaluated b+ group

3/ De(phi !echni)e

De0nition% A decision making techni;ue in )hich a series o" ;uestionnaires are

sent to eperts on the issue at hand& though the+ never actuall+ meet "ace to "ace

5rocess is repeated until a consensus is reached

decision making skills exam

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