DECISION MAKING PROCESS in management of a facility

gaining more knowledge on decision making

1. Decision making process
S.MUSOMI

2. Decision making
At the end of this module the student will be able
to;-
State a different between the decision making and
problem soving
State the types of managerial decisions
Outline factors that affect decision making
Outline the steps of decision making
State the common challenges of decision making
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3. Decision making…
Explain the group techniques
Outline the process of problem solving
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4. Introduction to DM
Problem solving and decision making are
essential skills required by all leaders,level
managers,practioners
Decision making and problem solving are almost
synonymous
both relate to cognitive processes of;
Selection of the most suitable alternative
Related to a course of action/intervention
That is mostly likely to facilitate optimal
attainment of goals, output,and outcome
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5. Introduction………..
Problem solving is focused on finding a
solution to a particular problem
While;-
Decision making in addition to finding
solutions to problem also focus on proactive
dimensions of management such as
development of plans,strategies,policies, and
standards
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6. Introduction
A Problem an undesirable gap between
an expected and observed state that
hinders a workers ability to complete the
task.
Effective decision making & problem
solving are based on individual’s ability to
think critically.
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7. Introduction……
Managers and practionersneed to know the
type of decision at hand in order to make and
implement it to the advantage of total health
care.
Decisions can be classified based on the
following set of three factors
i.Content of the decision(significant, complex
or routine)
ii.Frequency of the decision does the decision
occur regularly or irregularly
iii.Outcome of the decision;isthe expected
result fairly certain or uncertain.
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8. Types of managerial
decisions
In general the decision made by the managers
exist on a continuum of being programmed
and non-programmed
Programmed;-decisions are programmed to
the extent that they are repetitive and routine
in nature(occur regularly).
Programmed decisions are usually handled
by means of policies ,standard operating
procedures and rules.
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9. Types of managerial
decisions………..
Programmed decisions…………….
Example;-Registering students or
allowing them examination entrance in a
learning institutions, the admission and
discharge of patients or processing payroll
vouchers in an organization.
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10. Types of managerial
decisions………
Non programmed decisions
This type of decision has not occurred before,
No established method of dealing with them
They are new and complex and require
logical thinking and creative problem-solving
skills such as brainstorming .
Examples;-changing the workflow
procedures or patterns, adjusting work shifts
or dealing with an unproductive employee
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11. Factors that influence
decisions-making
The following factors influence decision making;-
i.The type of organization(complexity of the system)
ii.Political factors
iii.Time pressure
iv.Contingency factors
v.Crisis situations
vi.Insufficiency of available information
vii.Uniqueness of the situation
viii.Abilities(knowledge,skills,attitudesand values) of the
decision maker
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12. Decision making
conditions…….
The conditions under which decisions can be made
are certainty, risk and uncertainty.
Certainty;-decisions are made under certainty when
the available options and the benefits are known
Risk;-when making decision under this condition
the manager does not know the outcome of each
alternative in advance.
Uncertainty;-In uncertainty the there is lack of
enough information.
The outcome of every alternative selected is
unpredictable and cannot determine the probabilities
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13. Steps of the Decision Making
Process
1.Investigatethesituation
Thefirststepinmakingtherightdecisionis
recognizingtheproblemoropportunityand
decidinghowtoaddressit.
Diagnosethecauseorrelatedunderlying
assumptions
Determinewhythisdecisionwillmakea
differencetoyourcustomers/employees.
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14. Steps of the Decision Making
Process…..
2.Gatherinformation.
Gatherinformationsothatyoucanmakea
decisionbasedonfactsanddata.
Thisrequiresmakingavaluejudgment,
determiningwhatinformationisrelevanttothe
decisionathand,alongwithhowyoucangetit.
Askyourselfwhatyouneedtoknowinorderto
maketherightdecision,thenactivelyseekout
anyonewhoneedstobeinvolved.
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15. .steps of decision making…..
3.Identifyalternatives.
Onceyouhaveaclearunderstandingofthe
issue,it’stimetoidentifythevarioussolutionsat
yourdisposal.
It’slikelythatyouhavemanydifferentoptions
whenitcomestomakingyourdecision,soitis
importanttocomeupwitharangeofoptions.
Thishelpsyoudeterminewhichcourseofaction
isthebestwaytoachieveyourobjective.
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16. Steps of the Decision Making
Process…..
Evaluate alternatives;-
The advantages and disadvantages,
strength and weaknesses, benefits and
costs of each alternative should be
determined before comparing the
alternative with one another.
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17. Steps of the Decision Making
Process…….
5.Selectthebestalternatives.
Aimtoselectthebestalternativewiththe
mostbenefitsandleastdetrimentaleffects
fortheorganizationandpeopleinvolved.
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18. Steps of the Decision Making
Process…….
6.Implementtheselectedalternative
createaplanforimplementation.
➢Thisinvolvesidentifyingwhatresourcesarerequired
andgainingsupportfromemployeesandstakeholders.
Gettingothersonboardwithyourdecisionisakey
componentofexecutingyourplaneffectively
➢Allocateresources,budgetsaredrawnupand
responsibilitiesallocated
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19. Steps of the Decision Making
Process…
7.Evaluateandcontrol
Anoften-overlookedbutimportantstepin
thedecisionmakingprocessisevaluating
yourdecisionforeffectiveness.
➢Askyourselfwhatyoudidwelland
whatcanbeimprovednexttime.
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20. Common Challenges of Decision
Making
1. Having too much or not enough
information.
Gathering relevant information is key
when approaching the decision making
process, but it’s important to identify how
much background information is truly
required.
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21. Common Challenges of Decision
Making….
2. Information overload
can leave you confused and misguided,
preventing you from following your intuition,”
In addition, relying on one single source of
information can lead to bias and misinformation,
which can have disastrous effects down the line.
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22. Common Challenges of Decision
Making…
3.Problemmisidentification.
Inmanycases,theissuessurroundingyour
decisionwillbeobvious.However,therewillbe
timeswhenthedecisioniscomplexandyouaren’t
surewherethemainissuelies.
Conductthoroughresearchandspeakwithinternal
expertswhoexperiencetheproblemfirsthandin
ordertomitigatethis.
Itwillsaveyoutimeandresourcesinthelongrun
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23. Common Challenges of Decision
Making
4.Overconfidenceintheoutcome.
Evenifyoufollowthestepsofthedecision
makingprocess,thereisstillachancethatthe
outcomewon’tbeexactlywhatyouhadinmind.
Hence,theimportanceofidentifyingavalid
optionthatisplausibleandachievable.
Beingoverconfidentinanunlikelyoutcomecan
leadtoadverseresults.
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24. Group decision making.
Part of the decision strategy is to decide who
should make a particular decision.
When the leader lacks the required
knowledge or skills, subordinates
commitment is essential to successful
outcome
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25. Advantages
Highqualityoutcomewhenindividualswith
differentknowledge,skills&resourcesare
collaborated.
Moreideascreated
Followersaremorelikelytoacceptdecisions
becausetheyhaveincreasedsenseof
ownership.
Solutionimplementationbecomeseasier.
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26. Challenges
Timerequiredtomakegroupdecision&
consensusmaynotbeappropriateesp.in
sensitivesituations
Unequalpoweramonggroupmembersmay
influenceabilitytocollaborate,&mayincrease
riskofgroupthinkmentality
Failureofgroupmemberstobringup
options,explorerisksorchallengestatusquo
resultstoineffectivegroupfunctioning&
decisionoutcome.
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27. Group techniques
Methods that promote group decision making
include the following;-
1. Brainstorming;-this is aimed at generating
as many creative solutions to a problem by a
group of people without anybody's idea being
evaluated by others.
During the idea generation, participants are
encouraged to build on but not to criticise ideas
produced by others.
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28. Disadvantages of brainstorming
Solutionsmaybesuperficial&fail
tosolvetheproblem.
Brainstormingtakeslonger.
Logisticsgettingpeopletogether
posesaproblem.
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29. Group techniques…….
2.Nominal group technique;-
This is structured group decision making technique,
This restricts discussion and communication during
the solution generation process.
A leader is selected and each member of the group
independently writes down his/her views and
solution for the problem
Then the leader gathers one idea from each group at
a time, until all the ideas have been listed.
The ideas are clarified through guided discussion
within the group.
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30. Nominal group
Advantages
Allows equal
participationamong
members
Minimizesinfluenceof
dominantmembers
Disadvantages
Timeconsuming
Requiresadvanced
preparation
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31. Group techniques….
3. Delphi technique;-this technique does
not require the physical presence of the
participants.
It involves experts in different geographical
areas and makes use of confidential
questionnaires.
The problem is identified and members are
asked to provide potential solutions through
carefully designed questionnaire.
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32. Group technique…..
Delphitechnique….
Advantages
Ability to involve large numbers of
respondents
Little time commitment by respondents
Prevents negative verbal/nonverbal
interactions
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33. Focus groups
Purpose –explore & generate information
Can be used to identify problems/evaluate
effects of interventions
It’s a face-to –face discussion
Disadvantages:–
Time,
Logistics of getting participants together
Group dynamics
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34. Problem
Solving
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35. Steps in problem solving
Define the problem
Gather information
Analyse the information
Develop solutions
Make a decision
Implement the decision
Evaluate the solution
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36. PROBLEM SOLVING
A common problem solving process for
all employees in the healthcare
organization is part of the solution to
empowering employees and having
become potential problem-solvers.
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37. 1. Define the problem
Use descriptive not
judgmental/conclusion.
❖This prevents premature interpretation.
Accurate assessment of the scope of the
problem.
❖Need for a lasting solution or a stopgap
measure.
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38. 2. Gather information
Initiatesearchforadditionalfactsfor
cluestothescope&solutiontothe
problem
❖Reducesmisinformation&allowsall
inclusiveopportunitytotellwhats/he
thinksiswronginthesituation
Experienceisalsoasourceofinformation
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39. 3. Analyse the information
Categorize information in order of reliability from most
important to the least
Examine information in terms of cause & effect i.e. A
causing B and v/versa.
Classify:
❖human factors –education, age relationship, external
❖Technical factors –nursing skills
❖Temporal factors –length of service, overtime time of
shift, double shift
❖Policy factors –org procedures, legal & ethical issues
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40. 4. Develop solutions
Don’tconsideronlythesimplesolutions.
❖maycripplecriticalthinking.
Developalternativessoastocomeupwith
superiorsolution
RememberalternativesaretheplanBincase
firstorderfailstosucceed.
Pastexperience(wetriedthisbefore&didn’t
work)mayormaynotapply,butcanaidcritical
thinkingprocess
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41. 5. Make a decision
Selecttheonethatismostapplicable,feasible,
satisfactory&withfewuntowardconsequences
❖E.g.somemaybeputtoeffectquickly–discipline,
compromiseinpatientcare
➢Youmusthavelegitimateauthoritytoacton
emergency
Technical–expectresistance(funsoft)
Initiatethechangeprocesspriortoimplementation
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42. 6. Implement the decision
Implementafterselectingthebestcourseof
action
Evaluateanyimpedimentsastheyemerge
Don’tabandonworkablesolutionsbecause
someindividualswillobject
Moveforwardifallotherstepsofpotential
problemshavebeenaddressed
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43. 7. Evaluate solution
Reviewtheplan&compareactualresults
withbenefitsofidealizedsolution
Ifbetter,whatchangeshavecontributedto
success?
Doperiodiccheckups
Keepproblemsolvingoncourse
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44. Stabling blocks
Personality
Rigidity
Preconceived ideas
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45. S.MUSOMI
The End