Chapter 13 - Delegating. This chapter presents the following content: What delegation means, essentials of delegation, benefits of delegation, why people resist delegation, how to delegate successfully. | CHAPTER 13 Decision Making and Control Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overview Decision Making How to Make Good Decisions Problem Solving Building Decision-Making Skills Controlling CHAPTER 13 Decision Making and Control Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Elements in Managerial Decisions Decision: A conscious choice among alternative courses of action. 3 elements: A conscious choice among alternatives. A specific purpose. A course of action. CHAPTER 13 Decision Making and Control Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Approaches to Decision Making Logical Approach Intuitive Approach Indecisive Approach Impulsive Approach CHAPTER 13 Decision Making and Control Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Kinds of Decisions Routine data based decisions. Serious decisions having important consequences. Complicated time-pressure decisions. Require decisiveness. Problem situation . | CHAPTER 13 Decision Making and Control Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Overview Decision Making How to Make Good Decisions Problem Solving Building Decision-Making Skills Controlling CHAPTER 13 Decision Making and Control Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Elements in Managerial Decisions Decision: A conscious choice among alternative courses of action. 3 elements: A conscious choice among alternatives. A specific purpose. A course of action. CHAPTER 13 Decision Making and Control Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Approaches to Decision Making Logical Approach Intuitive Approach Indecisive Approach Impulsive Approach CHAPTER 13 Decision Making and Control Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Kinds of Decisions Routine data based decisions. Serious decisions having important consequences. Complicated time-pressure decisions. Require decisiveness. Problem situation decisions. Decisions beyond your authority. It is essential to recognize which decisions need to be made now & are most important. CHAPTER 13 Decision Making and Control Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved How to Make Good Decisions The following six steps are a simple version of the logical approach to improved decision-making: Define the problem & set objectives. Analyze the problem. Develop alternative solutions. Decide on the best solution. Convert the decision into action. Follow up. CHAPTER 13 Decision Making and Control Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Defining the Problem State the problem precisely. Formulate objectives: Objectives should restate the problem in terms of what you expect. They should also include conditions & limitations. CHAPTER 13 Decision Making and Control Copyright © 2012 by John Wiley & Sons, Inc. All Rights Reserved Analyzing the Problem Assemble relevant data. Keep the goal clear. Fact finding: Go .
