www.humanikaconsulting.com
The Nature of
Decision Making
• Programmed decision is
one that is fairly
structured or recurs with
some frequency (or both).
• Nonprogrammed decision
is one that is unstructured
and occurs much less
often than a programmed
decision.
Programmed Decisions. .
Many decisions regarding
basic operating systems
and procedures and
standard organizational
transactions fall into this
category.
McDonald’s employees are
trained to make the Big Mac
according to specific
procedures.
Starbucks, and many other
organizations, use programmed
decisions to purchase new
supplies [coffee beans, cups
and napkins].
Nonprogrammed Decisions. ..
Most of the decisions made by
top managers involving strategy
and organization design are
nonprogrammed.
Decisions about mergers, acquisitions
and takeovers, new facilities, new
products, labor contracts and legal
issues are nonprogrammed decisions.
Managers faced with
nonprogrammed decisions must
treat each one as unique,
investing great amounts of time,
energy and resources into
exploring the situation from all
views.
Intuition and experience are
major factors in these decisions.
Decision-Making Conditions
Classical
Decision
Model
Rational
Decision
Making
Classical Decision Model
• An approach to decision making
that tells managers how they
should make decisions.
• Approach assumes that managers
are logical and rational.
• Approach assumes that managers’
decisions will be in the best
interests of the organization.
• Conditions suggested in this
approach rarely, if ever, exist.
The Classical Model of
Decision Making
2) Identifying alternatives
a) Managers must realize that their alternatives may
be limited by legal, moral and ethical norms,
authority constraints, available technology,
economic considerations and unofficial social
norms.
Rational Decision Making. . . (continued)
3) Evaluating alternatives
4) Selecting an alternative
a) Choosing the best alternative is the real test of
decision making.
b) Optimization is the goal because a decision is likely
to affect several individuals or departments.
c) Finding multiple acceptable alternatives may be
possible; selecting one and rejecting the others
may not be necessary.
Rational Decision Making. . . (continued)
Escalation of Commitment –
occurs when a decision maker
stays with a decision even
when it appears to be wrong.
[Pan Am holdings]
Decision makers must guard
against sticking too long with
an incorrect decision.
However, managers should
not ‘bail out’ of a seemingly
incorrect decision too soon.
Behavioral Forces Influencing Decisions
Organizational culture is a
prime ingredient in
encouraging different
levels of risk.
Behavioral Forces Influencing Decisions
Ethics
Managerial ethics involves a
wide variety of decisions:
Relationships of the firm to
its employees [closing a dept to
save money]
Relationships of the
employees to the firm
Relationships of the firm to
other economic agents
For Better 1ndONEsia