‫المملكة العربية السعودية‬

Kingdom of Saudi Arabia ‫وزارة التعليم‬

Ministry of Education ‫الجامعة السعودية اإللكترونية‬
Saudi Electronic University

College of Administrative and Financial Sciences

Assignment 1
Decision Making and Problem Solving (MGT 312)
Due Date: 08/10/2022 @ 23:59

Course Name: Decision Making and Problem Student’s Name:HANAN ALHARBI

Solving
Course Code: MGT312 Student’s ID Number: 200048952
Semester: FIRST CRN:12028
Academic Year: 2022-23; FIRST SEMESTER

For Instructor’s Use only

Instructor’s Name:
Students’ Grade: XX / 15 Level of Marks: High/Middle/Low

General Instructions – PLEASE READ THEM CAREFULLY

 The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
 Assignments submitted through email will not be accepted.
 Students are advised to make their work clear and well presented; marks may be reduced
for poor presentation. This includes filling your information on the cover page.
 Students must mention question number clearly in their answer.
 Late submission will NOT be accepted.
 Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
 All answered must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism).
 Submissions without this cover page will NOT be accepted.
 Answers

1- Millions of dollars are being invested in digital technologies, agile processes, and

agile initiatives by today's business executives.

However, far too frequently, neither the sophisticated operations nor the

expansive business models that businesses require are produced by these efforts—

at least not before their rivals have showcased their own successes. The primary

offender is the incapacity to make prompt, wise decisions that are inventive

- Customer Perspective: It should come as no surprise that customers are at the

forefront of all choices, whether they are regarding new goods, company

strategies, or internal procedures. But we discover that closeness with clients is

quite uncommon. It ensures the decision-making of those closest to the end

customers, including salesmen, customer service representatives, and front-line

operational workers.

- Local Perspective: Too frequently, decisions in multinational corporations are

made at the corporate level without considering the perspectives of various

geographic locations. The contextual knowledge necessary to assess which novel

business models, services, or procedures are most appropriate for the regional

economy and regulatory environment, however, is rarely available at

headquarters.

- External View: Even well-intentioned innovators can succumb to the prevailing

logic of their organizations. Leaders of established businesses, especially those

that are still slowly expanding, have a tendency to reject bold ideas, which are
 those that carry a high risk and high reward, call for new resources or capabilities,

or pose a danger to the company's core operations. An outside perspective can

assist businesses in taking these actions more seriously.

- Pay attention to the information : People are allowed to argue about novel ideas

when the entire organization is focused on a single, important purpose (such as

why we exist and who we serve). This is because everyone is aware of the source

of their disagreement. A framework that guarantees selections benefit the final

user or client would be the ideal outcome.

- Leaders must be clear about who will be responsible for implementing each

decision, who will be responsible for making it, who will be consulted, and who

will be informed in order to successfully empower decision makers.(In this case,

creating and sharing a conventional RACI schema can work.)

- When leaders hand off decision-making to a group, they must make sure that

everyone is aware of the procedure to be followed as well as the boundaries of the

group's power.

- Existing businesses typically make decisions on innovation on a regular basis,

with quarterly or annual reviews where top teams modify, assess prior plans, and

develop new ones. However, innovation in agile businesses is focused on learning

through discovery. With each experiment, new information and concepts are

discovered that must be considered while planning the following experiment.

Leaders should promote decision-making at a speed consistent with the cycle of

learning.
 To make decisions more swiftly and with greater knowledge, teams and

organisations must embrace new habits, but managers must also adapt.

Too many leaders take unilateral actions, especially in times of crisis, by

swooping in to solve the problem with the "right" solutions.

However, when innovation is needed, leaders must foster conditions where

employees can come up with solutions on their own.

To step back and let people make judgments requires guts and practise, especially

when teams naturally strive to delegate the chain of command.

However, until you adopt this new approach of working independently, your

company won't be as inventive as it can be.

2- To make decisions more swiftly and with greater knowledge, teams and

organizations must embrace new habits, but managers must also adapt.

To step back and let people make judgments requires guts and practice, especially

when teams naturally strive to delegate the chain of command.

However, until you adopt this new approach of working independently, your

company won't be as inventive as it can be. Every organization values strong

problem-solving and decision-making abilities.By combining the two skills to

solve a single issue, you might be of tremendous assistance in the various job

scenarios.Using decision-making and problem-solving abilities in your business

has the following advantages:

- Save time and utilize resources more effectively: Planning ahead decreases the risk

of significant issues and makes it simpler for you to identify and correct the error.

The same is true for the two abilities, which both demand careful planning to

guarantee that time and resources be utilized to their fullest potential.

- Encourage delegation: If you approach decision-making as a one-step lock-down,

your only choices are to complete it all on your own or to ignore it and let things

work themselves out. Therefore, it is simpler to assign tasks and plan audits at the

proper times if all stakeholders are aware of all phases of the process' completion

and decision-making.

- Using the correct resources and defining clear goals and deadlines will help you

complete projects more quickly since everyone will be more focused on completing

their tasks to the best of their abilities.

- Conflict avoidance: When a manager is unable to make decisions and gives staff

too much authority, this creates situations where there are conflicts of interest and

employees are unclear about how to proceed.

- The beginning of success is strong, clear decision-making, but it also marks the

primary distinction between those who are successful and those who are not.

- Anyone who makes no decisions or plans for themselves will be included in other

people's plans.

- Decision-making is difficult for someone whose life is filled of justifications and

who does not depend on it.

 - The act of decision-making is at the core of the work of great people, leaders, and

successful people. Become one of them. Why not make a wise choice that improves

your life since not making a decision is a decision in and of itself.

- To prevent disagreements on how to complete the task and the assignment of roles

and responsibilities, develop your decision-making abilities.

3- Every day, managers encounter a variety of issues and circumstances that demand that

they decide in a just and unambiguous manner. All science-based professions require

professionals to apply their expertise in a particular field to make reasonable decisions,

and the decision-making process can be influenced by the decision-surroundings.

maker's Decisions in the area of business administration have become the real engine

of organizations' activity and the starting point for achieving goals and succeeding in

them, leading to the emergence of a school of management thought known as "the

school of decision-making." The decision-making process has gained great importance

in the modern era, especially after commercial establishments began operating with

many resources, large equipment, and use huge funds.

Achieving a suitable market position requires managers to look beyond the

organization's internal activities and operations in order to analyses and interpret the

behavior of competitors, customers, suppliers, financiers, government agencies, etc.

All business organizations operate under an open system, making them susceptible to

external circumstances and events that are outside of T Ma's control.

The principles of management theory must be taken from the logic and psychology of

human choice because decision-making is the core of management.

 Self-awareness is a necessary component of any decision if it is to be fruitful, realistic,

and free from self-biased emotions.Additionally, to be organized and programmed, to

assess success, and to make decisions.A wise choice therefore fosters opportunities

and inspires others to take action.comprised of others.The analysis has been

approved.To guarantee success, it needs to be time-limited and measurable.The

following needs to be done:

- Making the decision entails comprehending that you must make a choice and then

working to precisely describe the type of choice you must make.

- Collecting pertinent data this entails figuring out what information is required, the best

places to get it, and how to get it.

- Determine substitutes: As you gather information, you'll probably come up with a few

potential courses of action, or alternatives, and list all viable and preferable options.

- Evaluate the evidence. Use your own knowledge and feelings to envision what it

would be like if you followed through on all the options.

- Pick from a range of options you're prepared to select the option that seems ideal to

you once you've considered all the hints. You can even pick from a variety of options.

- Taking Charge Now that you have your alternative in place, it's time to start acting

positively.

- Review the effects of your choice. Think about the effects of your choice and evaluate

whether it has satisfied the requirement you outlined

References:

1- article titled as “Drive Innovation with Better Decision-Making.” by Linda A Hill,

Emily Tedards, and Taran Swan published in Harvard Business Review

2- Monahan, George E. (2000). Management decision making: spreadsheet modeling,

analysis, and application. Cambridge, UK; New York: Cambridge University

3- Gold, Joshua I.; Shadlen, Michael N. (2007). "The neural basis of decision

making". Annual Review of Neuroscience.

4- Management of social institutions, a sociological entrance, d. Abdel-Hadi El-

Gohary, d. Ibrahim Abu Al-Ghar, University Knowledge House, 1998.