}
3.1 DECISIONS
Decision making is a process in which one chooses between two or more alternatives. Each and every one of us spend all days and times of our lives having to make decisions. Some decisions have a relative importance in the development of our lives, while others are gravitating to it.
decision making in an organization is limited to an entire group of people who are supporting the same project. We deempezar by making a selection decision, and this selection is a task of great importance in the work of the command.
LA PENETRATION OF DECISIONS. Decision making in an organization, invaded four administrative functions, including: Planning, Organization, Management and Control.
- Planning .-
What are the objectives of the organization over the long term.?
What strategies are best to achieve this goal.?
What should be the short-term objectives.?
How high should be the individual goals.?
How much centralization must exist in the organization.?
designed How should posts.?
Who is best qualified to fill a puestovacante.?
When should an organization implement a estructuradiferente.?
- Address .-
How do I manage a group of workers seem to have an essential low motivation.?
What is the most effective leadership style for unasituación given.?
How will a specific change to the productividaddel worker.?
When is adequate to stimulate conflict.?
What activities in your organization need sercontroladas.?
how these activities should be monitored.?
When is significant deviation in performance.?
When the organization is performing in maneraefectiva.?
THE PROCESS OF DECISION MAKING RATIONAL
- Steps in the process of decision making .-
1 .- Determine the need for a decision.
2 .- Identify the decision criteria.
3 .- Assign weight to the criteria.
4 .- To develop all the alternatives.
5 .- Evaluate the alternatives.
6 .- Select the best alternative.
- Step one: Make sure the need for a decision .- The decision-making process begins with s recognition that they need make a decision. This recognition logeneral the existence of a problem or a gap between some estadodeseado and the actual condition of the moment.
- Step Two: Criteria for decision .- Once the need making a decision, sedeben identify criteria that are important to it. We aconsiderar an example:
"A person thinking of buying a car, a decision loscriterios typical buyer will be: price, model, two or máspuertas, size, domestic or imported, optional equipment, color, etc. Estoscriterio reflect what the buyer thinks is relevant. There it is irrelevant personasque new or used, it is important that meets susexpectativas brand, size, image, etc., And is within the available delpresupuesto. For the other really important esque buyer is new, neglecting the size, brand, prestige. "
- Step Three: Weigh the criteria .- The criteria listed in the previous step has not igualimportancia. It is necessary to weigh each and prioritize the importance of the decision.
When the car buyer gets to ponder loscriterios, which prioritizes the importance of fully ladecisión condition: price and size. If the chosen vehicle is the other criteria (color, doors, optional equipment, etc.), But exceeds the amount of quedispone for purchase or is smaller than that specified by the usoque are you going to, then we find that the other criteria based on other sonrelevantes of transcendent importance.
Step Four: Base decisions .- Deploy the alternatives. The decision maker tieneque to list all the alternatives and that podríanutilizarse to solve the problem.
Step Five: Evaluate the alternatives .- After identifying the alternatives, the policyholder dedecisiones must critically evaluate each of them. The ventajasy disadvantages of each alternative are obvious when compared.
Evaluation of each alternative is weighted criterion conrespecto analyzing it.
Step Six: Making Decisions .- After selecting the best alternative was reached finalde decision-making process. In the rational process, this selection is fairly simple. The only decision maker must choose the alternativaque had the highest score in step five. The example we daríacomo result of the Mercedes purchase, with minimal differences with otrasdos brands.
Step six has several assumptions, importanteentenderlos to determine the accuracy with which this process describes elproceso real administrative decision-making in organizations.
The decision maker must be totally objective and lógicoa when taking them. You must have a clear goal and all actions in decision-making elproceso are consistently the choice alternative that will maximize deaquella goal. We will analyze the footage dedecisiones in a totally rational
- a goal oriented debentomar .- When decisions should not be conflicts about the ultimate goal. Ellograr the end is what motivates us to have to decide Massa solution meets the specific needs.
- All options are known .- The decision maker must know the possible consequences of its determination. Also it is clear all the criteria and can list all possible alternatives.
- preferences are clear .- It is assumed that you can assign numeric values \u200b\u200band establish an order of preference for all criteria and alternatives.
RATIONAL PROCESS DECISIONS
Despite the existence of alternative models, most of which are much more accurate, the rational model remains dominant in the administrative process. The administrative process presupposes that the decision maker is entirely rational, either to offer guidance on how to do strategic planning, how to design the structure of an organization or how to measure organizational effectiveness.
STEPS IN THE PROCESS OF DECISION MAKING
1 .- define precisely the goal of the decision.
2 .- Identify all relevant decision criteria.
3 .- Identify all the consequences potential of each alternative.
4 .- Identify all relevant decision alternatives.
5 .- Evaluate the alternatives against the criteria for a qualified preferential order.
6 .- Select the option to rate higher lapreferencia.
3.2 Process of decision making
The stage separation process can be as brief or as long as you want, but we can identify primarily:
Identify and analyze the problem. This step is to understand the condition of the moment to display the desired condition, ie find the problem and recognize that it must make a decision to reach this solution. The problem may be present, because there is a gap between the present condition and desired real or potential, it is estimated that this gap will exist in the future.
Identify the decision criteria and evaluated. Is to identify those aspects that are relevant when making the decision, that is those patterns which depends on the decision taken.
The weighting is assigned a value on the importance of each criterion in the decision taken, as all are important but not equally.
Often, the identification of the criteria is not done in a conscious way before the next stages, but the decisions are taken without explaining them, from personal experience of decision makers.
In practice, when decisions have to be very complex and in particular group, it may help them explicit to avoid when analyzing alternatives handled the criteria for favoring one or another alternative solution .
Generate alternative solutions [edit] involves developing different solutions to the problem. While it is not possible in most cases know all the possible paths that can be taken to solve the problem, the more alternatives are going to be much more likely to find one that is successful. However, the development of an excessive number of alternatives may make the choice very difficult, and therefore not necessarily favorable alternatives continue to develop indefinitely.
To generate lots of alternatives is necessary an important element of creativity. There are different techniques to enhance creativity, such as brainstorming, forced relationships, the Synectics, etcetera.
At this stage it is important to the creativity of decision makers.
Evaluate the alternatives:
consists of a detailed study of each of the possible solutions were generated for the problem, ie look at their advantages and disadvantages, individually with respect to decision criteria, and one over the other, assigning a weighted value.
As explained above according to the contexts in which the decision is made, this assessment will be more or less accurate.
There are tools, in particular for Business Administration to evaluate different alternatives, known as quantitative methods.
At this stage the process is important as a quality critical analysis of the decision maker.
Choosing the best alternative:
This step chooses the alternative that the evaluation is going to get better results for the problem. The following terms may help you make the decision as the result you seek:
Maximize: Take the best decision possible. Meet: Choose the first option that is minimally acceptable thus satisfying a goal or objective. Optimize: The one that generates the best possible balance between different meta
Implementation of the decision:
Implement the decision in order to assess whether the decision was correct or not. The implementation probably resulting in making new decisions, minor.
Evaluation of results:
After starting the decision is necessary to assess whether or not the problem solved, ie if the decision is having the expected result or not.
If the result is not expected to be watching if that should take a little longer to get results or if it was definitely the right decision in this case should be initiated process again to find a new decision.
New process is initiated when the solution has been wrong, will have more information and have knowledge of the mistakes on the first try.
You should be aware that these decision processes are changing, ie, decisions are taken continuously will have to be modified by changes in your system or the occurrence of new variables that affect it.
feedstock Information:
The decision making process as raw material information. This is essential because without it would not be possible to evaluate existing alternatives or to develop new alternatives. In organizations, which are constantly subject to the decision-making, information becomes a fundamental role, and thus a unique value.
to process data into information organization, is essential information system, within which is accounting.
addition to information systems, systems are designed especially to help move the process decision-making, known as decision support systems or support systems to decision
3.3 decision situations or contexts
situations, environments or contexts in which decisions are made can be classified according to the knowledge and control that is available on the variables that affect or influence the problem, since the final decision or solution is taken will be conditioned by such variables .
Environment certainty (certainty)
It has full knowledge of the problem, alternative solutions that arise will always cause results known and unchanging. In making the decision should only be thinking about alternatives to generate more profit.
risk
information with which account to solve the problem is incomplete, that is, they know the problems, possible solutions are known but not known with certainty can yield results.
In this type of decision, the possible alternatives are known to generate a certain probability a result. In these cases you can use mathematical models or the decision maker can also make use of objective or subjective probability to estimate the likely result.
The objective probability is the possibility of occurrence of a result based on facts, figures may be past or studies for this purpose. In the subjective probability determines the result based on the opinions and judgments.
uncertainty
has imperfect information is to make the decision, do not have any control over the situation, is called can vary or the interaction of the variables of the problem, one can ask various alternative solutions but you can not assign probabilities to the results that shed.
Based on the above two kinds of uncertainty:
• Structured: No one knows that can happen between different alternatives, but it is known that can occur between various possibilities.
• Unstructured: No one knows that can happen and the odds for possible solutions, ie not have a clue that might happen.
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