Presented by:Ms. Lavanyaa Jaya Kirubai .S

Msc.(N) II year

“Be sure you are right -- then go ahead.”

Davy Crocket.

DECISION MAKING

• CRITICAL THINKING – The ability to

question philosophically and exercise

careful judgement when evaluating a

situation.

• DECISION: a conclusion or resolution

reached after consideration

• PROBLEM SOLVING – A processwhereby a dilemma is identifiedand corrected.

• CREATIVITY – Intellectualinventiveness.

• SATISFICING – A decision makingstrategy whereby the individualchooses a less than idealalternative that meets minimumstandards of acceptance.

A Challenge

Please write a One Sentence Definition of

DECISION MAKING.

Definition

Decision Making:

The process of examining your possibilitiesoptions, comparing them, and choosing a course

of action.

DEFINITION

Decision & Decision Making

A decision is a choice made between two or moreavailable alternatives. Decision making is the process ofchoosing the best alternative for reaching objectives.

(Samuel C. Certo, 2003)

Decision making can be defined as a process ofchoosing between alternatives to achieve a goal. It is theprocess by which an individual chooses one alternativefrom several to achieve a desired objective.

(Manmohan Prasad, 2003)

Making Effective Decisions

Perception.

Priority.

Acceptability.

Risk.

Resources.

Factors:

Goals.

Values.

Demands.

Style.

Judgement.

Six C's of Decision Making

1. Construct.

2. Compile.

3. Collect.

4. Compare.

5. Consider.

6. Commit.

Six C's of Decision Making

Construct a clear picture of precisely what must be decided.

Compile a list of requirements that must be met.

Collect information on alternatives that meet the requirements.

Six C's of Decision Making

Compare alternatives that meet the requirements.

Consider the "what might go wrong" factor with each alternative.

Commit to a decision and follow through with it.

TYPES OF

1. Basic Decision or Strategic Decisions

Types of Decisions

2. Administrative Decisions

3. Organisational or Personal Decisions

Types of Decisions

4. Policy of Decisions

5. Individual & Group Decisions

Types of Decisions

6. Routine Decisions

7. Adaptive Decisions

1.Basic Decision or Strategic Decisions

• All basic decision is strategic decisions involving large range commitments and large investments.

• Slight or small mistakes in these decisions would seriously injure the entire organizations.

2. Administrative Decisions• Herbert Simon had classified all decisions in

two classes;

• Programmed decision:

It involves organizations which an developspecific process for handling these decision.

• E.g. standing operating procedures andpolicies.

• Non – Programmed Decisions:

They relate to general problem solvingprocess. They involve judgment, intuition andcreativity.

3. Organisational or Personal Decisions

• Organizational decisions reflect company policy. Theycan be delegated of transferred to others.

• While personal decisions refer to those made by a manager as an individual and these can’t be delegated.

4. Policy of Decisions

• Policy decisions are taken by the top,management.

• e.g. the declaration of bonus in acompany is a policy matter which is tobe decided by the top ,management,while calculation and distribution ofbonus is an operating decision which istaken as the lower levels.

5. Individual & Group Decisions

• The decisions taken by the an individual inthe organization is known as individualdecisions

• Group decisions refer it the decisionswhich are taken by a group oforganizational members (board ofdirectors, committer of experts)

6. Routine Decisions

• The type of decisions made whenproblems are relatively well defined andcommon & when established rules,policies and procedures can be used tosolve them.

7. Adaptive Decisions

• The type of decisions made whenproblems and alternative solutions aresomewhat unusual and only partiallyunderstood.

Characteristic of Decision Making Process

• From various courses of action, it is a process

of choosing a particular course of action.

• It is a human process which involves the

application intellectual abilities.

• It is a rational process which is proceeded by

deliberation and reasoning. It may also be

called as end process.

Characteristic of Decision Making Process

• It is always related to situation in which a

manager may take one decision in a

particular set of circumstances and another

in a different set of circumstances.

• This involves certain specific purpose in

which these may just be decisions not to

decide.

PHASES OF DESION MAKING

INTELLIGENT ACTIVITY

DESIGN ACTIVITY

CHOICE ACTIVITY

PRINCIPLES OF DECISION MAKING

• Principles of autonomy

• Principle of beneficence

• Principle of paternalism

• Principle of utility

• Principle of justice

TECHNIQUES OR BASIS FOR DECISION MAKING

TECHNIQUES OR BASIS OF DECISION MAKING

1.INTUTION:Decision making by intuition ischaracterized by inner feeling of the person.He takes a decision as per the dictates of hisconscious

2.FACTS :It is considered to be the best basisof decisions making. Such decisions will besound and proper

3.Experience : Past experience of a personbecomes a good basis for taking decisions.When a similar situation arises themanager can rely on his past decisions andtakes similar decisions.

4.Operations research: It helps managersby providing scientific basis for solvingorganized problems involving interaction ofcomponents of the organization.

5.Values : Being confused and unclearabout one‘s values may affect decision-making ability. Overcoming a lack of self-awareness through values clarificationdecreases confusion.

6.Individual Preference : Overcoming thisarea of vulnerability, involves self-awareness, honesty and risk taking.

QUALITIES OF MANAGER

QUALITIES OF MANAGER

COURAGE SENSITIVITY

ENERGY CREATIVITY

STAGES OF DECISION MAKING PROCESS

Problems

Information

Objectives

Data Collection

Alternatives

X

Y

Z

Evaluation

Implementation

Selection

FeedbackInformation

Testing

Decision Making Process

DECISION MAKING MODELS

1.Normative Model

• Seven steps are identified in the analytical precise model.

2.Descriptive model of decision making(Lancaster & Lancaster, 2002)

Establish satisfactory goal or value

Define subjective perception of problem

Identify acceptable alternatives

Evaluate alternatives

Select satisfactory alternatives

Implement decision

Follow up

3.Decision tree model

Every path through the tree correspondsto a possible sequence of actions andevents, each with its own distinctconsequences.Probabilities of both positive and negativeconsequences of each action and eventare estimated and recorded on theappropriate branch.Additional options and consequences ofeach action event sequence can bedepicted on the decision tree.

Possible events

Increased demand for procedures

Decreased demand for procedures

Increased demand staff

Decreased demand for staff

Alternative events

Hire regular staff

Pay over time and on call wages

Decision point

Decision tree model (Marquis and Huston, 2002)

4.Strategic model

The three crucial elements in decisionmaking are represented by three inter-connected circles.

Strategic model (Swansburga 2002)

Identifying

the problems

Developing

potential solutions

Selecting

the single

best choice

Supporting

activities in

decision making

Successful strategies for decision making

• Building extensive networks of individuals and groups who could provide them with resources

• Searching the nursing, hospital and business literature

• Being knowledgeable and involved in the politics

• Communicating regularly and repeatedly about decision activities to organization members

• Directing the majority of their time and energy towards the accomplishment of their plan.

5. Nursing Process Model (Marwuis&Huston, 2002 )

6.Intuitive decision making model

Romiszowski built on the nursing process increating the intuitive decision making model.

In this model, the decision maker consciouslyincorporates recall or cumulative knowledge thatcomes from education, both formal and informal aswell as experience, in planning the decision.

Inexperienced or notice decision makers spendmore time in the assessment, recall and planningphases

Intuitive decision making model (Marquis and Huston, 2002)

Gather patient data

Possible nursing

diagnosis and intervention

Implement

Follow through

Evaluate

Analyze

Synthesize

Exercise judgment

1. Assess 2. Recall

4. Implement/evaluate 3. Plan

7.Econological model

It is an ideal view of economic man, in which amanager who is faced with a problem weighsthe economic aspects of all possible courses ofactions and chooses the action that isexpected by the yield, the greatest net gain orthe least loss.

Econological model (Basavanthappa .B.T, 2006)

Set goal or define the problem

Develop alternatives

Determine all outcomes

Develop criterion

Select alternatives

Act or implement decision

8.Moral Model

• M - Massage the dilemma.

• O - Outline options.

• R - Review criteria and resolve.

• A - Affirm position and act.

• L - Look back, evaluate the decision making.

9.Ethical decision making

According to Murphy andMurphy, this model is specificallygeared for ethical decision making asit helps the individual clarify thebasic beliefs and values of thoseinvolved.

Ethical decision making model

Identify the problem

Determine why the problem is an ethical one.

Identify the people involved in the ultimate decision.Define the role of decision maker.

Consider the consequences of each alternative.Make the decision.

Compare the decision with the philosophy of the decision makers ethics.

Follow-up on the results of the decision

10.Problem solving model

Problem solving and decision making are vitalabilities for nursing practice.

Nurses at all levels must posses the basicknowledge and skills required for effective problemsolving and decision making. Problem solving anddecision making skills require critical thinking whichis a higher cognitive process and both can beimproved upon with practice

Problem solving model

DecisionMaking

Creativity

Problem solving

• Decision makingIt is a purposeful and goal directed effort using asystematic process to choose directed effort using asystematic process to choose among options. Thehallmark of decision making is the identification andselection of options.

• Problem solvingProblem solving is focused on trying to solve an immediateproblem.

• CreativityIt is essential for generation of options or solutions.Creativity individuals are able to conceptualize new andinnovated approaches to a problem by being more flexibleand independent in their thinking.

SUMMARY & CONCLUSION