decision

Examples of decision in the following topics:

• Leadership and Decision Making: The Vroom-Yetton-Jago Model

  • The followers are involved in the decision, but the leader still makes the decision.
  • In a GII decision, leaders are not at liberty to make a decision on their own.
  • By answering the questions honestly, the decision tree provides the leader with the preferred decision style for the given situation.
  • This is an example of a decision tree.
  • Apply the Vroom-Jago decision-tree model to guide leaders in a decision-making situation

• Applying the Ethical Decision Tree

  • Decision trees are useful analytic tools for considering the ethical dimensions of a decision.
  • The decisions are represented by the branches of the tree.
  • Organizations and individuals often use decision trees as part of their decision-making process because they are a means for adding formal structure to information about a decision.
  • Decision trees can be applied to ethical matters as well.
  • Define the concept of a decision tree as it applies to the ethical dimensions of a decision.

• Advantages and Disadvantages of Group Decision Making

  • Group decision making (also known as collaborative decision making) is when individuals collectively make a choice from the alternatives before them.
  • By definition, group decisions are participatory, and often a member's contribution is directly proportional to the degree to which a particular decision would affect him or her.
  • These social elements can affect the process by which decisions are reached and the decision outcomes themselves.
  • Group decision making provides two advantages over decisions made by individuals: synergy and sharing of information.
  • Moreover, group decisions can make it easier for members to deny personal responsibility and blame others for bad decisions.

• Defining Decision Making

  • Decision making is the mental process of choosing from a set of alternatives.
  • While they are related, problem analysis and decision making are distinct activities.
  • Decisions are commonly focused on a problem or challenge.
  • Decision makers must gather and consider data before making a choice.
  • Analyzing a problem may not result in a decision, although the results are an important ingredient in all decision making.

• Applying the Decision Tree

  • Decision tree analysis can be a useful tool for evaluating ethical decisions.
  • Decision tree analysis provides a visual tool to help individuals quantify and weigh options against one another when making a decision.
  • This tells the decision maker which decision has the highest utility (i.e., is the most preferred) to the decision maker.
  • Decision nodes are used when a decision needs to be made between at least two alternatives.
  • This example of a decision tree shows the decision maker trying to choose where to go on vacation.

• Evaluate the Results

  • Decision makers must evaluate the results of a decision to improve the processes and outcomes of future decisions.
  • After a decision has been made and implemented it is important to assess both the outcome of the decision and the process by which the decision was reached.
  • The objective of evaluating outcomes is for the decision maker to develop insight into the decision.
  • Once the outcome of a decision is known, the results may imply a need to revise the decision and try again.
  • It can also be valuable for decision makers to step back and examine the process by which a decision was made.

• Time Pressure as a Barrier to Decision Making

  • Time pressure forces decision makers to shift from logical processes (ideal) to intuitive processes (sub-ideal).
  • While considering all relevant factors is important to build support for the decision, data collection can eat up time better spent analyzing alternatives and making the decision itself.
  • There is evidence that suggests the perception of time pressure may impact decision quality.
  • Decision makers who believe they have ample time to make a decision tend to arrive at more logically crafted decisions than those who feel as though they have an insufficient amount of time.
  • Explain the way in which time pressure can influence decision making

• The Manager's Role in Group Decisions

  • The manager's role in group decision making is to create a supportive context for the group.
  • Decisions are often delegated to groups when members have the experience and information needed to arrive at the appropriate choice.
  • Managers and leaders can take actions that support group decision making and lead to good decision outcomes.
  • Managers can help promote effective decision making by effectively choosing group members, framing the decision, and organizing the decision process.
  • In order to maximize the potential of a group decision process, managers should take the following important steps:

• Culture-Specific Nuances of Decision-Making

  • Through combining decision-making models with cultural deviations, meaningful correlations can be identified and considered.
  • In assessing the current understanding of cultural differences in decision making, it is important to consider first the three decision-making models:
  • With the cultural affects on decision-making in mind, the conditions which influence the direction of a decision provide a clearer picture.
  • Time Pressure - The time available to make a decision can create differences in reaction, as our conditioned decisions differ from are conscious/cognitive ones .
  • Decision making in different cultures is the result of both the decision-making models and the decision-making factors.

• Rational Decision Making

  • Rational decision making is a multi-step process, from problem identification through solution, for making logically sound decisions.
  • Rational decision making is a multi-step process for making choices between alternatives.
  • The process of rational decision making favors logic, objectivity, and analysis over subjectivity and insight.
  • The rational model of decision making assumes that people will make choices that maximize benefits and minimize any costs.
  • The rational-decision-making model does not consider factors that cannot be quantified, such as ethical concerns or the value of altruism.