Page 97 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Unit 5: Decision-making

(d) If tried, it is very easy to state a problem accurately. Notes
(e) According to rationality model, managers select the first alternative that is
satisfactory.

(f) Bounded rationality assumes that managers satisfice.
(g) Satisficing decisions make progress toward work stations.
(h) The Garbage Can Model illustrates the idea that not all organisational decisions are
made in a step-by-step.
(i) In brainstorming, the participants are given only an outline of the problem.
(j) In nominal group technique, individuals can independently think about the problem.
(k) Brainstorming reduces the bandwagon effect of majority opinion.

5.9 Review Questions

1. How do you react in a situation where you need to take an immediate decision? What
process will you follow for decision-making in such a critical situation?
2. Have you ever faced a situation when you had to take a decision, which did not fall within
in your area of responsibility? What decision did you make and how?
3. Have you ever tried to delay any decision-making? What were the consequences of this on
both your company and customers?
4. Do you always make decisions on your own without the help of others? In which situations
do you seek other's help for decision-making?
5. When a logical approach to a problem is ineffective, how do you come up with a solution?
6. What steps do you take when a customer claims that part of his consignment has not been
delivered?
7. If a clash of personalities were to occur with a colleague, what steps would you take to
make the working relationship run smoothly?

8. Under what conditions would a majority of one be a satisfactory approach to making
decisions? Should a majority of one ever be the basis for action?
9. How many alternative solutions should be considered in making decisions? How do you
decide?
10. What would you do in a situation where you are the supreme authority to make a
strategically important decision for your organisation. You may take no one's advice in
the end but at least get their input. A new angle on the problem may be surprisingly
helpful in solidifying the decision or at least the way to go about making the decision
work for you. Will you take the help of the others or would rather make the decision on
your own?

11. Among securing pertinent information, defining the problem and analysing the facts,
which would be your preferred order of activities and why?
12. Should an employee use his own judgement when an immediate action is necessary and
the rules do not cover the situation? Support your answer with reasons.
13. Have you ever faced a situation when you had to take a decision, which did not fall within
in your area of responsibility? What decision did you make and how?

LOVELY PROFESSIONAL UNIVERSITY 89