Decision making

1. Presented by: Ms. Lavanyaa Jaya Kirubai .S Msc .(N) II year

2. “Be sure you are right -- then go ahead.” Davy Crocket.

3. DECISION MAKING

4. TERMINOLOGIES CRITICAL THINKING – The ability to question philosophically and exercise careful judgement when evaluating a situation. DECISION : a conclusion or resolution reached after consideration

5. PROBLEM SOLVING – A process whereby a dilemma is identified and corrected. CREATIVITY – Intellectual inventiveness. SATISFICING – A decision making strategy whereby the individual chooses a less than ideal alternative that meets minimum standards of acceptance.

6. A Challenge Please write a One Sentence Definition of DECISION MAKING.

7. Definition Decision Making : The process of examining your possibilities options, comparing them, and choosing a course of action.

8. DEFINITION Decision & Decision Making A decision is a choice made between two or more available alternatives. Decision making is the process of choosing the best alternative for reaching objectives. (Samuel C. Certo , 2003) Decision making can be defined as a process of choosing between alternatives to achieve a goal. It is the process by which an individual chooses one alternative from several to achieve a desired objective. ( Manmohan Prasad, 2003)

9. Making Effective Decisions Perception. Priority. Acceptability. Risk. Resources. Factors: Goals. Values. Demands. Style. Judgement .

10. Six C's of Decision Making 1. Construct. 2. Compile. 3. Collect. 4. Compare. 5. Consider. 6. Commit.

11. Six C's of Decision Making C onstruct a clear picture of precisely what must be decided. Compile a list of requirements that must be met. C ollect information on alternatives that meet the requirements.

12. Six C's of Decision Making C ompare alternatives that meet the requirements. C onsider the " what might go wrong " factor with each alternative. C ommit to a decision and follow through with it.

13. TYPES OF

14. Basic Decision or Strategic Decisions Types of Decisions 2. Administrative Decisions

15. 3. Organisational or Personal Decisions Types of Decisions 4. Policy of Decisions

16. 5. Individual & Group Decisions Types of Decisions 6. Routine Decisions 7. Adaptive Decisions

17. 1.Basic Decision or Strategic Decisions All basic decision is strategic decisions involving large range commitments and large investments. Slight or small mistakes in these decisions would seriously injure the entire organizations.

18. 2. Administrative Decisions Herbert Simon had classified all decisions in two classes ; Programmed decision: It involves organizations which an develop specific process for handling these decision. E.g. standing operating procedures and policies. Non – Programmed Decisions: They relate to general problem solving process. They involve judgment, intuition and creativity.

19. 3. Organisational or Personal Decisions Organizational decisions reflect company policy. Theycan be delegated of transferred to others. While personal decisions refer to those made by a manager as an individual and these can’t be delegated.

20. 4. Policy of Decisions Policy decisions are taken by the top, management. e.g. the declaration of bonus in a company is a policy matter which is to be decided by the top ,management, while calculation and distribution of bonus is an operating decision which is taken as the lower levels.

21. 5. Individual & Group Decisions The decisions taken by the an individual in the organization is known as individual decisions Group decisions refer it the decisions which are taken by a group of organizational members (board of directors, committer of experts)

22. 6. Routine Decisions The type of decisions made when problems are relatively well defined and common & when established rules, policies and procedures can be used to solve them.

23. 7. Adaptive Decisions The type of decisions made when problems and alternative solutions are somewhat unusual and only partially understood.

24. Characteristic of Decision Making Process From various courses of action, it is a process of choosing a particular course of action. It is a human process which involves the application intellectual abilities. It is a rational process which is proceeded by deliberation and reasoning. It may also be called as end process .

25. Characteristic of Decision Making Process It is always related to situation in which a manager may take one decision in a particular set of circumstances and another in a different set of circumstances. This involves certain specific purpose in which these may just be decisions not to decide.

26. PHASES OF DESION MAKING INTELLIGENT ACTIVITY DESIGN ACTIVITY CHOICE ACTIVITY

27. PRINCIPLES OF DECISION MAKING Principles of autonomy Principle of beneficence Principle of paternalism Principle of utility Principle of justice

28. TECHNIQUES OR BASIS FOR DECISION MAKING

29. TECHNIQUES OR BASIS OF DECISION MAKING

30. QUALITIES OF MANAGER

31. QUALITIES OF MANAGER

32. STAGES OF DECISION MAKING PROCESS

33. Problems Information Objectives Data Collection Alternatives X Y Z Evaluation Implementation Selection Feedback Information Testing Decision Making Process

34. DECISION MAKING MODELS

35. MODELS OF DECISION MAKING PROCESS Normative model Descriptive model Decision tree model Strategic model Nursing process model Intuitive decision making model Econological model Moral model Ethical decision model Problem solving model

36. 1.Normative Model Seven steps are identified in the analytical precise model .

37. 2.Descriptive model of decision making (Lancaster & Lancaster, 2002) Establish satisfactory goal or value Define subjective perception of problem Identify acceptable alternatives Evaluate alternatives Select satisfactory alternatives Implement decision Follow up

38. 3.Decision tree model Every path through the tree corresponds to a possible sequence of actions and events, each with its own distinct consequences. Probabilities of both positive and negative consequences of each action and event are estimated and recorded on the appropriate branch. Additional options and consequences of each action event sequence can be depicted on the decision tree.

39. Possible events Increased demand for procedures Decreased demand for procedures Increased demand staff Decreased demand for staff Alternative events Hire regular staff Pay over time and on call wages Decision point Decision tree model (Marquis and Huston, 2002)

40. 4.Strategic model The three crucial elements in decision making are represented by three inter- connected circles.

41. Strategic model ( Swansburga 2002) Identifying the problems Developing potential solutions Selecting the single best choice Supporting activities in decision making

42. Successful strategies for decision making Building extensive networks of individuals and groups who could provide them with resources Searching the nursing, hospital and business literature Being knowledgeable and involved in the politics Communicating regularly and repeatedly about decision activities to organization members Directing the majority of their time and energy towards the accomplishment of their plan.

43. 5. Nursing Process Model ( Marwuis&Huston , 2002 )

44. 6.Intuitive decision making model Romiszowski built on the nursing process in creating the intuitive decision making model . In this model, the decision maker consciously incorporates recall or cumulative knowledge that comes from education, both formal and informal as well as experience, in planning the decision . Inexperienced or notice decision makers spend more time in the assessment, recall and planning phases

45. Intuitive decision making model (Marquis and Huston, 2002) Gather patient data Possible nursing diagnosis and intervention Implement Follow through Evaluate Analyze Synthesize Exercise judgment 1. Assess 2 . Recall 4. Implement/evaluate 3. Plan

46. 7.Econological model It is an ideal view of economic man, in which a manager who is faced with a problem weighs the economic aspects of all possible courses of actions and chooses the action that is expected by the yield, the greatest net gain or the least loss.

47. Econological model ( Basavanthappa .B.T, 2006) Set goal or define the problem Develop alternatives Determine all outcomes Develop criterion Select alternatives Act or implement decision

48. 8.Moral Model M - Massage the dilemma. O - Outline options. R - Review criteria and resolve . A - Affirm position and act. L - Look back, evaluate the decision making.

49. 9.Ethical decision making According to Murphy and Murphy, this model is specifically geared for ethical decision making as it helps the individual clarify the basic beliefs and values of those involved.

50. Ethical decision making model Identify the problem Determine why the problem is an ethical one. Identify the people involved in the ultimate decision. Define the role of decision maker. Consider the consequences of each alternative. Make the decision. Compare the decision with the philosophy of the decision makers ethics. Follow-up on the results of the decision

51. 10.Problem solving model Problem solving and decision making are vital abilities for nursing practice. Nurses at all levels must posses the basic knowledge and skills required for effective problem solving and decision making. Problem solving and decision making skills require critical thinking which is a higher cognitive process and both can be improved upon with practice

52. Problem solving model Decision Making Creativity Problem solving

53. Decision making It is a purposeful and goal directed effort using a systematic process to choose directed effort using a systematic process to choose among options. The hallmark of decision making is the identification and selection of options. Problem solving Problem solving is focused on trying to solve an immediate problem. Creativity It is essential for generation of options or solutions. Creativity individuals are able to conceptualize new and innovated approaches to a problem by being more flexible and independent in their thinking.

54. SUMMARY & CONCLUSION