Decision Making Process

Decision making G . R . TERRY has defined “ Decisionmaking as the selection based on some criteria of one behaviour alternative from two or more alternatives.” HAYNES & MASSIE has defined “ Decision-making is a course of action which is consciously chosen for achieving a desired result.”

DECISION - MAKINg PROCESS : 1 . Specific Objectives 2 . Perception of Problems 3 . Search For Alternatives 4 . Evaluation of Alternatives 5 . Choice of best Alternative 6 . Implementation 7 . Result

Specific Identification of Objectives

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Results

Alternatives Search for

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Evaluation of Alternati

Implementation Choice of Best Alternati

The explanation of the following points are as follow : 1 . Specific Objectives : The decision making process starts for achieving a certain goal. In any analysis of decision making, it requires to determine whether a decision needs to be made. In other words setting of goal itself a result of earlier decision. So it may not be considered as 1st step of decision making but it provides a base for further decisions. 2 . Identification Of Problems : It is the real beginning of decision making process. A problem means question thrown forward for solution. A problem can be identify much clearly, by thorough diagnosis and analysis of the issues. Diagnosis helps in understanding the problem in relation to higher objectives of the organization. Analysis provides the information like; nature and impact of decision.

3 . Search For Alternatives : A decision maker use his past experience, practices followed by others, considered former challenges and creative process for generating alternatives. In generating of various alternatives, the future benefits & limitations of that alternatives must takes into consideration. The successful action of the past may become an alternative for the future. 4 . Evaluation of Alternatives : After the identification of the various alternative you have to evaluate how each alternative contributes to the organizational objectives in the light of its resources and constraints, because every alternative have certain positive and certain negative points.

5 . Choice of Alternative : After evaluation of various alternatives, which alternative most fit with the organisational objective. Some time evaluation shows more than one alternative is equally good. In that case they choose more than one alternative because future is uncertain, therefore decision maker is ready with the another alternative. 6 . Implementation : The managerial priority is one of converting the decision into something operationally effective. It translate the abstract ideas into reality. Implementation of a decision requires the communication, getting acceptance & support of the subordinates for putting the decision into action. The effectiveness of action is important because through which organizational objective can be achieved in proper way and in appropriate time.

7 . Results :

When the decision implemented, it brings certain results and the results should correspond with the objectives. If there is any deviation between results and objectives, then feedback from the results should be analyzed for the factors responsible. The feedback may also help in reviewing the decision. Follow up is an ongoing process . The successful manager is one who keeps a close look at the objectives and results of the decision and redesign the decision as per the changes in the circumstances.