The decision making process
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This document discusses decision making processes and coordination. It outlines the typical steps in an effective decision making process which include identifying the problem, generating alternative solutions, evaluating alternatives according to criteria, implementing the chosen alternative, and monitoring. It also discusses descriptive and normative models of decision making. The document then covers coordination as integrating separate organizational units to accomplish goals efficiently. It defines internal/external and vertical/horizontal coordination and techniques to achieve coordination like planning, communication, and leadership.
The decision making process
- 1. Decision Making Process & Co-ordination Group members: • Yogesh Chaoudhary • Shivani Trivedi • Yatin Arora • Vinod Kumar 1
- 2. The Decision making process The decision-making process is defined as a set of different steps that begins with identifying a problem and decision criteria and allocating weights to those criteria; moves to developing, analyzing, and selecting an alternative that can resolve the problem; implements the alternative; and concludes with evaluating the decision’s effectiveness. 2
- 3. Models of decision making Descriptive decision-making models attempt to prescribe how managers actually do make decisions. Normative decision-making models attempt to prescribe how managers should process. 3
- 4. Steps in an effective decision-making process: A. The first step is to identify the organizational problem. The scanning stage. The categorization stage. The diagnosis stage. 4
- 5. B. The generation of alternative solutions step is facilitated by using the four principles associated with brainstorming. • Don’t criticize ideas while generating possible solutions. • Freewheel. • Offer as many ideas as possible. • Combine and improve on ideas that have been offered. 5
- 6. C. The choice of an alternative step comes only after the alternatives are evaluated systematically according to six general criteria: • Feasibility. • Quality • Acceptability • Costs • Reversibility • The ethics criterion 6
- 7. D. Finally, the implementing and monitoring. • Implementation requires careful planning. • Implementation requires sensitivity to those involved in or affected by the implementation. • Monitoring is necessary 7
- 8. Co-ordination Co-ordination as a function of management refers to the task of integrating the activities of separate units of an organization to accomplish the goals efficiently. It permeates all levels and all departments of management. Hence, it is regarded as the essence of management. 8
- 9. Types of Co-ordinations Internal & External Co-ordination Vertical & Horizontal Co-ordination Pooled, Sequential, Reciprocal Co- ordination 9
- 10. Why Co-ordination is important? Increases efficiency Improve human relation Interdepartmental harmony Key to other management functions High moral Meeting environmental challenges Better results Specialization & division of world Removes ambiguity 10
- 11. Principles of Co-ordination Principle of direct contact Co-ordination should start at initial stage Principle of continuity Principle of self Co-ordination There is a reciprocal relationship between all the factors and situation 11
- 12. Techniques of Co- ordination Sound planning Sound &simple organization Chain of command Effective communication Special Co-ordination Sound leadership Hierarchy of authority Committees, task force or team 12
- 13. Process Of Co-ordination 13 Clearer Goals Proper Allocation of Work Sound Organization Structure Clearer Responsibility Relationship Proper Communication Sound Leadership
- 14. Thank You 14