Decision MakingPresented by:

EMILY JEAN OMANDAM

Massie (1987)- a manager can be viewed as a specialist in decision making Nature of Decision Making Process Decisions differ in substance scope and

method. Substance refers to specific areas of concern- facilities, teaching methods, salaries. Scope may affect the whole school or one person only. Method is the process by which how they are arrived at whether on the manager’s initiative or some advice of the personnel involved or specialist.

Conventional Model of Decision making by Nicolaidis ( 1960Recognition of the problemCollection of DataClassification and analysisInventory of meansListing of alternativesEvaluation of alternativesDecisionImplementationFollow-up and feedback

Pfiffner (1960) decision-making process tends to become circular, multidimensional and in conformity with the power structure of the organization. He stressed that it is a galaxy of numerous individual decisions. The sources of some are patently evident, but others are hidden in the inner sanctum of the human psyche.

 

Decision making by individuals

A course of action consciously chosen from available alternatives for the purpose of achieving a desired result. Three ideas are important in this definition- a choice, mental process, purposive

Massie (1987) has stated that decision-making process may be described in five step

A good decision depends on the maker’s being consciously aware of the factors that set the stage for the decision

A good decision is dependent upon recognition of the right problem

Search for and analysis of available alternatives and their probable consequences is the step most subject to logical and systematic treatment

The selection of solutionDecision must be accepted by the organization.

Decision making by Groups

Cooperative decision making is a process by which a group attempts to develop a composite organization mind. In large organization facing problem, decisions emerge from series of meetings called conferences, boards, task forces, or merely staff meetings.

A committee may be defined as any group interacting with regards to a common, explicit purpose with a formal authority delegated from an appointing executive.

For fact-finding, investigation and collecting information.

To avoid appearance of arbitrary decisions and secure support for a position

To make decisionTo negotiate between conflicting positions

taken by opposing interestsTo stimulate human beings to think creatively,

to generate ideas, and to reinforce thoughts advanced by others

To distribute information- to brief members of an organization on plans and facts

To provide representationTo coordinateTo train inexperience personnel 

Advantages of CommitteeA decision can be approached from different point of view

points by individual specialist in a committeeCoordination of activities of department can be attained

through joint interaction in meetingsMotivation of individual members to carry out a decision

may be increased by the feeling of participation in the decision-making

Committees provide a means by which executives can be trained in decision-making.

Committees permit representation of different interest groups.

Group discussion is one method of creative thinking; a fragmentary idea by one member may create a chain reaction in the minds of other present

DisadvantagesConsidering the value of the time of each individual

member, committees are costlyThe length of time required to make a decision by a

committee makes its use inadvisable if a decision must be made promptly.

Group action may be lead to compromise and indecision.A superior line executive present at a meeting may

make the decision individually, with subordinates attempting to appear competent by proposing ideas they believe will make a good impression.

Committee decision may be reached by a method in which no one is held responsible for a decision; “Buck passing may result

Principles of Group ParticipationThe physical layout, size of group and general atmosphere

are important factors determining the effectiveness of problem solving.

Threat reduction is an important objective in the planning for group action so that the group will shift from interpersonal problems to group goals.

The best group leadership is performed by the entire group and is not the job of the chairperson and secretary.

Goals should be explicitly formulated by the groupShould retain flexibilityThe decision-making process should continue until group

formulate solution upon which it can form a consensusAny group should be made aware of the interaction process

by which the group arrives at a solution

APPROACHES TO DECISION MAKING

Administrative ProcessPlanning- determining goals, specifying objective,

developing strategies and making long range decisionOrganizing-selecting specific rational processes to

implement a plan, assigning primary roleStimulating- enhancing on the job satisfaction,

communicating problem and progress and providing supportive relationship

Evaluation- process of delineating, obtaining and providing useful information for judging, decision alternatives

 

The Systems Approach – 5 stagesIdentifying the nature of the problemDetermining solution requirementsChoosing a solution strategyImplementing a solution strategyDetermining performance effectiveness

Has fostered the use of management tools and techniques- needs assessment, MBO, Planning-Programming Budgeting System (PPBS), input/output analysis and program evaluation and review technique/critical path method(PERT/CPM)

MODELS OF DECISION MAKING PROCESS

Identify the

problematic state of the system

Classify and define

the proble

m

Decision Maker

Perceptual screen

Formulate and weigh alternativeA1

Estimate Outcome

Source: Lipham; see Culbertson (1974

A2 Estimate Outcome

A3 Estimate Outcome

Make achoice

Implement and evaluate decision

Societal, organizational and individual values

Decision Making Competencies of the School ManagerAbbot (1974) has identified effective decision

making skills of a school managerSkill in differentiating among the types of decisionSkill in determining the amount and type of

information needed to reach each decisionSkill in determining the involvement of other

people in reaching the decisionsSkill in establishing priorities for actionSkill in participating both intended and

unintended consequences of decision 

Dimension of Decision Making Decision behaviorDecision roleDecision involvement

Personality Factors in Decision MakingThe economic- what is useful and practicalThe aesthetic- his highest value lie in harmony and

individuality, pomp and powerThe theoretical – chiefly interested in the discovery

of truth for its own sake, in diversity and rationalityThe social- loves people; other person are ends: he

is kind sympathetic and unselfishThe political- interested primarily in power,

influence or renownThe religious- his highest value is the greatest

spiritual and absolutely satisfying experience

Erich Fromm’s Typology in Classifying ExecutivesThe Receptive OrientationThe Exploitative Orientation The Hoarding OrientationThe Marketing Orientation 

DistinctionsDecision making- describes the process by

which the course of action is selected as a way to deal with specific problem

Choice making – is part of decision making and it refers to the narrow set of activities involved in choosing one option from the set of alternative options

Problem Solving refers to the broad set of activities involved in finding and implementing a course of action to correct an unsatisfactory situation.

 

Types of Decision

 Programmed decisions- are those made in

accordance with some habit, rule or procedure.

Nonprogrammed decision- are those that deal with unusual or exceptional problems

When Should Managers Pass a Problem to a Superior?A YES to any of these questionDoes it affect other departments?Will it have a major impact on the superior’s

area of responsibility?Does it require information available only at a

higher level?Does it involve a serious breach of our

department budget?Is this outside my area of responsibility or

authority?