Decision Making Process

finis reservation Process1.0 INTRODUCTIONGlobalism is the term that being mentioned everywhere in the cogitation of business at present. Thus, due to lots of new developments and uphill techniques are introduced in the institutions very rapidly, creates a number of puzzles in the field of management. The caper firmness of purpose and finish- devising play begins when recognizing the caper, experiencing pressure to act on it, and the resources to reconcile the problem. This digest be through with(p) only by a manager, whose observe roles are solving problems and make decisions. He must recognize problems, pay a decision, initiate an do, and evaluate the turn outs. It is difficult to make keen decisions without intimately planning. Gener bothy, a problem give the axe be cropd by cerebration to the highest degree the issue and reservation logical decisions. These are largely assumptions that digest forestall the decisions that are being conjecture as a resul t of the problems. This can likewise be inclined as rational view of the organisational problem solving strategy can be benefited by a positive result.2.0 WHAT IS moderateness? modestness is related to the idea of reason, referring to thought that gives an account or an explanation. Rationality and reason are the key rules apply to analyze the data gathered through and through systematically gathered observations. It excessively gives the success of goal attainment. Rationality is equated with carriage that is self-interested to the point of being selfish.Whereas, unreason refers to talking or acting without regard to rationality. Peoples actual interests differ from what they deal to be their interests. Mechanisms that suffer evolved to give optimal behavior in convening conditions lead to irrational behavior in abnormal conditions.Thus, rational behavior in an organization is nothing but having sound judgment and concrete implementation. thither are 2 types of rati onality that are existed. They arenumerical RationalityFunctional Rationality2.1 Mathematical rationalityMathematics can be use to formulate objective knowledge. The mathematical formulation enables us to express the knowledge of reality with a maximum degree of objectivity. at that place are number of possible conceptions of mathematics, it is open to the adventure of choosing different hypotheses, a risk which is technically called undesirability.2.2 Functional rationalityFunctional rationality prevails in an organization of gentle activities in which the thought, knowledge, and reflection of the participants are virtually extra men become part of a mechanical attend to in which each is assigned a functional position and role. What they forfeit in creativity and initiative is gained by the organization as a hearty and contributes, presumably, to its greater efficiency. Bureaucratic organizations strive for maximum functional rationality.2.3 SCIENTIFIC tenabilityThe history o f science constitutes the evident for the concept of rationality. A good supposition of rationality must fit the history of science. A methodology for scientific rationality is a speculation of rationality, it tells us what is rational and what is not in specific cases. Al fashions accept the possible action with the greatest degree of confirmation.3.0 ADVANTAGES OF RATIONALITYThinking rationally room thinking logically.Rational thoughts give be always right and true. Its a sole source of knowledge. Rational thinking gives confidence. It admirers to make decisions.Rational decision making is good for incremental, linear causality. spate solve problems incase of critical situations.Gives independent thinking and meaningful orientation.There is a traditional ingrained habituation.It avoids a value-laden assessment.It ultimately leads to self- cognisance.4.0 LIMITATIONS TO RATIONALITYThe rawness of formal logical systems can be an incontrovertible truth.An arithmetical rehears al is true but not provable in the theory. Any theory capable of expressing elementary arithmetic cannot be both consistent and complete. Rationality is arbitrary, subjective and incapable of describing something completely. Rational glide slope will always break in eventually. It evaluates un au and thenticty.5.0 APPLICATIONS OF RATIONALITYThere are different applications of rationality. They can be categorize into normative and positive forms of applications. They areThe firm acts rationally and this is to predict behavior. For modelling the firm makes decisions according to options that can predict the behavior of the firm.The firm will be a better off if it makes its decision following a rule derived from rational analysis. For example using an options formula will rectify a firms capital allocation.The user must verify that the environment fits the assumptions of the model. For example, the assumptions make in mathematics model derivations should be true of the strategic c ontext. or else of presenting a mathematical model, the general implications of a theory can be taken and applied without working out mathematics. These applications run the real risk that the assumptions of the model are not checked for their fit with the real world.6.0 business SOLVINGProblem solving forms part of thinking, the most complex of all intellectual functions. Problem Solving has been defined as higher-order cognitive movement that requires the modulation and control of more routine or fundamental skills. It occurs if an coloured intelligence system does not know how to proceed from a disposed state to a desired goal state. It is part of the larger problem process that includes problem finding and problem shaping.The problem-solving process operates under awareness versus outside of awareness, and typically employs mathematically easily-defined computerized systems. Problem-solving often involves decision-making, and decision-making is e modifiedly of the essence( p) for management and leadership.There are many advancementes to problem solving, depending on the record of the problem and the people involved in the problem. The more traditional, rational approach is typically used and involves. There are many techniques for problem-solving. They arealtercate your assumptionsLateral thinkingDivide and conquerHill-climbing strategyTrail and fractureBrainstormingMorphological analysisHypothesis testingRoot-cause analysis chemise full-grown problems sightAsk common chord peopleWrite d cause the problemChange your perspectiveGeneralization and specializationWorking backwardThese techniques can be applied to an organization by using certain tools. They areExtracting maximum information from facts Appreciation Understanding problems in elaborate Drill-Down Identifying possible causes of problems Cause Effect Diagrams Understanding how a process flora Flow Charts Understanding the way factors affect one-another Systems Diagrams Analyzing Strengths, Weaknesses, Opportunities and Threats swot up Analysis Making Cash Flow Forecasts with Spreadsheets Methods of Risk Analysis Understanding where the power lies Porters fivesome Forces Understanding the big picture PEST Analysis Identifying what really matters to customers lever Chains Find your competitive edge with USP AnalysisFor example, taking my own organisational experience (I-Tech Ppl Staffing Solution, Chennai, India) we had certain issues relating to location change in our organization where we used some techniques like morphological analysis, etc. we also used certain tools in relation to the problem solving technique i.e. SWOT Analysis and PEST Analysis for solving our organizational problems.7.0 DECISION-MAKINGDecision making can be regarded as an outcome of mental processes (cognitive process) tip to the pick of a course of action among several alternatives. Every decision making process pretends a final choice. The output can be an action or an op inion. Human performance in decision making ground has been subject of active research from several perspectives. From a psychological perspective, it is necessary to examine one-on-one decisions in the context of a set of needs, references an individual has and values he/she seeks. From a cognitive perspective, the decision making process must be regarded as a continuous process structured in the interaction with the environment. From a normative perspective, the analysis of individual decisions is bear on with the logic of decision making and rationality. The decision-making process can be conthroughed by two different models. They are slobber Can amazeCarnegie mystifyGARBAGE CAN MODELThe Garbage Can Model of organizational choice was formulated by Cohen, March and Oslen. The Garbage Can Model deals with the pattern or flow of multiple decisions deep down organization. It was developed to explain the pattern of decision-making in organizations that experience constitutio nally high uncertainty. It was developed in reference to ambiguous behaviors, i.e. explanations/interpretations of behaviors which at least appear to contradict innocent theory. The Garbage Can Model was greatly influenced by the realization that extreme cases of aggregate uncertainty in decision environments would founding behavioral responses which, at least from a distance, appear irrational or at least not in compliance with the total/global rationality of economic man. An organized Anarchy can be caused by three characteristicsProblematic PreferencesUnclear, unequally understood technologyTurnoverThe theoretical find of the Garbage Can Model is that it disconnects problems, solvings and decision makers from each other, unlike traditional decision theory. Specific decisions do not follow an orderly process from problem to solution, but are outcomes of several relatively independent streams of events within the organization.THE STREAMS OF EVENTSPROBLEMSProblems require atte ntion, they are the result of performance gaps or the inability to predict the future. Thus, problems whitethorn originate inside or outside the organization. Traditionally, it has been assumed that problems trigger decision processes if they are sufficiently grave, this may happen. Usually, however, organization man goes through the garbage and looks for a suitable fix, called a solution.SOLUTIONSThey have a liveness of their own. They are distinct from problems which they might be called on to solve. Solutions are answers feeling for a question. Participants may have ideas for solutions they may be attracted to specific solutions and proffer to play the advocate. Only trivial solutions do not require advocacy and preparations. Significant solutions have to be prepared without knowledge of the problems they might have to solve.CHOICE OPPORTUNITIESThere are occasions when organizations are expected to produce behavior that can be called a decision. Just like politicians nurse p hoto opportunities, organization man needs occasional decision opportunities for reasons orthogonal to the decision itself.PARTICIPANTSThey come and go participation varies between problems and solutions. Participation may vary depending on the other time demands of participants. Participants may have favourite(a) problems or favorite solutions which they carry around with them.The organizational decision making generally takes on a random quality. When a problem arises a solution can be proposed by the participants. compeer opportunities should be given to all the staffs in an organization.For example, considering my own organizational experience, our organization was suffering from poor training process. Our Manager was welcoming some volunteers to give some good suggestions to improve the process of training process. Thus, I and my colleagues worked on this by crowd information from many sources. We conducted a survey in many big organizations about the training methods that are being followed by them. Then, finally we finish up by giving certain logical ideas as well which formed to be the good solution for the training methods. Thus, rational thinking is important for solving any patient of of problem in an organization. Equal opportunities were given to all the employees in our organization. Thus, the problem was solved using the kind of Garbage Can Model.PROBLEMSCHOICE OF OPPORTUNITIESMANAGEMENTPARTICIPANTSOLUTIONFig. 1.0 represents the Garbage Can Model of decision-making.Source SelfCARNEGIE MODELThe Carnegie model was formulated by Richard Cyert, James March and Herbert Simon. This helped to formulate the bounded rational approach to individual decision making that can provide new insights about organizational decisions. An organizational decision-making involves coalition choice made by the mangers. It means the relationship among the managers who take decisions about organizational goals and problems. The organizational goals are mostly unstru ctured and contradictory. The mangers can be rational but function with human cognitive limitations.The coalition process has several steps starting with commensurate decision that can be suggested for the performance to achieve goals. Continued by an immediate environment for resolving a problem can be suggested by some managers. Finally, for identifying the exact problem identification stage of decision making can be done by discussion and bargaining. unification forms to be the major part of organizational decision making process. Thus, the solution should be quick, simple and cost-effective.For example, we can consider fire security ginmills, which help to solve the problem initially by creating an environment suitable for solving the problem. They also get prepared with the pre-requisites needed to solve the problem satisfactorily. This method does not need a discussion or bargaining as the steps are taken immediately once the problem is been ascertained or indentified.These two models can be used to solve the problem of decision-making in an organization. But certain methodology has to be followed for making a decision successfully. The best method is Systems Intervention Strategy.8.0 SYSTEMS INTERVENTION STRATEGY SISIts a family of systems approaches based on systems ideas. To move from a completely unstructured problem situation to a situation in which viable options can be modeled and comprehensively evaluated before successful implementation, which can be done by SIS. We can integrate SIS into Systems thinkingPersonal commandKnowledge of mental modelsBuilding shared visionTeam leading There are three overlapping phases of SIS. They are8.1 diagnosisInitially, the problem should be identified and analyzed. This can help to change problems, develop a perspective and spell out the purposes of change. The diagnosis process initially starts with access by recognizing the change. This is followed by description process that gives the structure and oth er views on the change. The objectives and the constraints are identified that helps to formulate measures for the objectives.8.2 DESIGNDifferent methods are suggested to solve the problems and new methods are explored. A range of options can be generated and the models can be selected accordingly.8.3 IMPLEMENTATIONThe change can be carried out by developing the tactics for bringing out the desired change. These options are evaluated against the measures by designing the implementation strategy by carrying through the planned changes.DIAGNOSISIMPLEMENTATIONDESIGNFig. 2.0 represents the three overlapping phases of SIS.Source For example, taking my organizational experience where we had the problem of completing the projects on time. Thus, our manager first recognize the root-cause for delayed project completion. Then the reason was analyzed by acquiring other employees point of view by arranging for some special meetings to resolve the issue. He also conducted some surveys to find p roper measure for the problem. Logical thinking and rationalistic view can give a right solution for the problem solving in the organization which was done by our manager. Then, the proper measures like giving incentives, improved employee facilitation will be given to the employees who finish their job on-time, were been formulated by him. He also had different options like improving the pantry facilities, parking facilities and other dress-code were been suggested to us. Where we were allowed to take up the best option that can be exhibited completely. Then finally, the results were evaluated and they are implemented. This was then carried out successfully in our organization.9.0 CONCLUSIONAny kind of organizational problems can be solved by rational thinking and strategical planning. This can also be supplemented with certain types of model or theory implementation. Analyzing and identifying the root-cause of the problem helps in clear decision-making. Thus, proper detection of the problem paves way for proper solution for that problem in an organization.