Chapter Two

Learning Objectives
After finish this chapter, the students will be able to:

1. Define & differentiate between programmed decisions & non-

programmed decisions
2. Discuss the importance of recognition and timeliness in decision
making
3. State the steps followed in the scientific method in decision
making
4. Name several potential advantages & disadvantages of group
decision making
5. List several traps that supervisors frequently fall into when making
decisions
6. Discuss the role that the supervisor plays in establishing a
creative environment
7. Describe several group-oriented that can be employed by
supervisors to encourage creativity
8. Itemize some of the more frequently encountered barriers to
organizational creativity
 Decision Making Versus
Problem Solving terma membuat keputusan dan menyelesaikan masalah sering
keliru dan oleh itu perludijelaskan.

Decision making is the process of choosing

from among various alternatives adalah proses memilih daripada
kalangan pelbagai alternatif

Problem solving is the process of

determining the appropriate responses or
actions necessary to alleviate a problem adalah proses
menentukan tindakan yang sesuai untuk mengatasi masalah

Problem solving necessarily involves

decision making BUT not all decisions
involve problems
 Recognition and the
Timeliness of the Decision
Recognizing the need to make a
decision is a natural first step (Menyedari keperluan
untuk membuat keputusan adalah prasyarat semulajadi untuk membuat keputusan yang baik.

Timeliness is also important

A supervisor should neither rush nor
procrastinate (lengah)
Decisions require different types of
timeframes and there is no magic
formula
Steps in the Decision Making
Process
A. Be alert to indications and symptoms of
problems
Supervisors must be aware of their surroundings
and cues (isyarat) that a decision is needed
B. Tentatively identify the problem
This is often the most difficult step
Distinguishing between symptoms and the problem
itself is important
Treating only the symptoms is short range, at best
C. Collect facts and redefine the problem if
necessary
Steps in the Decision Making
Process
D. Identify possible alternatives
Any decision is only as good as the best
alternative considered
Beware using only the obvious or previously
used alternatives
Try to generate at least four alternatives
Ask for help from others who may understand
the problem
 Steps in the Decision Making
Process
E. Gather and organize facts concerning identified
alternatives
It is usually impossible to have all the facts
Supervisors must often make decisions based on available
facts, which can be obtained with reasonable cost and effort
Too much information may be as much a problem as too little
information
F. Evaluate possible alternatives
Generally this includes factors such as cost, time to
implement, hazards, etc.
 Steps in the Decision Making
Process
G. Choose and implement the best alternative
Often there is no clear winner
Doing nothing may be a viable alternative
Once the decision has been made, the supervisor must
take steps to make sure it is implemented. These steps
include assigning responsibilities, communicating, and
establishing controls
H. Follow up
H. Did the decision achieve the desired results
I. If not, why and what needs to be done about it
 Group Decision Making
Advantages:
Groups have more collective knowledge than
individuals
Groups will come up with more alternatives
Groups will better understand and support
decisions if they are involved
Disadvantages:
Groups take more time
One individual may dominate/control the group
Group often accept the first workable alternative
 Practical Traps to Avoid
When Making a Decision
Making all decisions big decisions
Creating crisis situations
Failing to consult with others
Never admitting a mistake
Constantly regretting decisions
Failing to utilize precedents and policies
Failing to gather and examine available data
Promising what cannot be delivered
Delaying decisions too long
 Making Creative Decisions
Creativity does not require revolutionary thinking
It requires a fresh approach to problems and an
atmosphere which accepts new ideas

A. The creative person

A. Everyone can be creative to some extent
B. Characteristics of creative people include:
intelligence, curiosity, expressive and sensitive,
positive self-image, tolerance, nonconformity, thrill-
seeking tendencies, and persistence
 Making Creative Decisions
B. Improving personal creativity
B. Try and think outside the box
C. Steps to improve personal creativity
include:
concentrating
striving for quantity of ideas (not dealing with
quality until later)
sleeping on it
Persistence
Implement the idea
 Making Creative Decisions
C. Establishing and maintaining a creative climate
C. Supervisors must be sensitive to the environment they
create
D. Three specific techniques are:
C. Brainstorming: general rules for this group creativity
process are spelled out. These include specifying the
problem, avoiding criticisms, etc
D. Brainwriting: this is a variation of brainstorming using
written ideas which are then exchanged
E. Input-output scheme: another technique to tap into the
group ideas. This was created by General Electric
 Barriers to
organizational creativity
D. Factors which may inhibit organizational
creativity include:
fear of failure
premature criticism
the supervisors shadow (trying to think like the supervisor)
distractions and interruptions
protection of status quo (institutionalized resistance to
change)
hierarchical idea filter (passing through too many levels)
appropriated ideas (others taking credit)
lack of support
excessive togetherness (encourages everyone to think the
same way)