DECISION MAKING & PROBLEM SOLVING (MIDTERM TOPIC 2)

• Decision making are the process on making choices.

• Problem solving- It is where solutions are developed or to remove problems or obstacles to
achieve certain goals.
• In laboratory, decision making and problem solving are a big part in running the laboratory. By
decision making and problem solving will have a great impact on the laboratory itself. It can affect
the efficiency and effectiveness of an organization.
• Decision making and problem solving is important when leading or running an organization. Some
decision making in the laboratory involves the manager him or herself lang or manager with those
in higher positions or manager as well as the staff. But the common rule of thumb whenever naga
decide ng certain solutions or any decision making or problem solving in an organization is that it
should be made at the lowest possible level in an organization which means dapat iyong pinaka
baba ng hierarchy dapat kasali siya sa decision making and problem solving.
• Symptoms means gina cause or effect ng root cause.
• Decision- A conscious choice made after evaluating the available alternatives for the purpose of
achieving specific result. Decision making is where we evaluate or make choices. Decision making
undergo certain process, evaluates available alternatives if ever sino doon ang pinaka the best for
a purpose of achieving certain result.
-A process of choosing one alternative from among a set of alternatives.

CHARACTERISTICS OF A GOOD DECISION

1. Based on a complete investigation- Ma tawag ang decision na good decision if
ever the decision is based on complete investigation in which gina hanap talaga
iyong root cause and potential problem as well as symptoms ng isang problem.
Hindi ma solves ang isang problem if dili ang root cause ang gina solve.
2. Identify and evaluate alternatives- After evaluating the problem or knowing its
root cause and symptoms. For example, plan and plan b and plan c. People
involve in the decision making will evaluate it and identify like sino ang pinaka
the best na solution, mas maraming risk na solution.
3. Select the best solution- There must be an in-depth analysis to the different
alternatives’ para ma select niya iyong best solution. Dapat gina analyze ng
mabuti iyong mga alternatives, problems if ever iyong alternatives maka solve ba
talaga sa problem.
4. Effective strategy for implementation- This important to implement the best
solution na napili ng organization or people involved in decision making.

TYPES OF DECISION

1. Programmed and Non-Programmed Decisions- The programmed decisions are of a routine and
repetitive nature which are to be dealt with according to specific procedures. But the non-
programmed decisions arise because of unstructured problems.
 -Programmed Decisions are decisions against structured problems or routinely happened.
For instance, there is one employee who is absent hence, programmed decision and need
ng supervisor.
-Non-programmed Decisions are decisions against unstructured problems or hindi basta-
basta nangyayari. Not routinely happened or problem. For example, large mass or
maraming employee ang nag absent ng sabay- sabay without any paalam sa kanilang
manager.
2. Operational and Strategic Decisions- Tactical or routine decisions are made repetitively following
certain established rules, procedures and policies. The strategic decisions relate to policy matters
and so require a thorough fact finding and analysis of possible alternatives.
-Operational decisions is short term while strategic decisions are long term.
-Operational means routine decisions in which naga based iyan siya in established rules
and procedures as well as policy sa isang organization. Short term decisions to achieve
the strategy made by the organization. Operational also called tactical or routine
decisions. They do not require new collection of data or decisions from people na nasa
baba ng hierarchy. Tactic decisions does not have careful deliberation for that so it is not
so complicated decisions. People who decide for this are from the middle or lower
management level.
-In strategic decisions, people who decide for this are from upper management level
because this is the decision for the whole company or organization.
-Strategic is for long term. Example: Strategy ng isang organization to achieve certain goal.
-Strategy- It means ano ang decisions na gawin nila to achieve the goal of the organization.
3. Organizational and Personal Decisions- Organizational decisions are those which a manager takes
in his official capacity. But personal decisions, which relate to the manager as an individual and
not as a member of the organization.
-Organizational decisions are decisions in which ang decision is kaya lang ng capacity
noong person involved or connected in organization. Example: mag transfer ba ng
employee, mag reallocate ba ng employee, deploy.
-Personal decision is not within the capacity of the person involved. Example: gusto mo
ba mag quit.
4. Individual and Group Decisions- When a decision is taken by an individual in the organization, it
is known as individual decision. Groups or collective decisions refer to the decisions which are
taken by a group of organizational members.
-Individual means only one who make the decisions. This does not need any person
involved in that decision.
-Group decision is where you ask an idea from other people.
-Group decisions are more prefer than individual decisions. Two hands are better than
one. It boosts confidence of other people.
5. Policy and Operating Decisions- Policy decisions are of vital importance and are taken by the top
management. They affect the entire enterprise. But operating decisions are taken by the lower
management in order to put into action the policy decisions.
-In policy decisions, it affects the whole organization. The important here is those in upper
hierarchy ang mag decide ng decisions.
-In operating decisions, the lower management or hierarchy will decide the decisions.
 • CONTINUUM OF DECISION STYLES
A range of action related to the degree of authority used by the manager and to the area of
freedom available to non-managers in arriving at decisions.
1. AI- The manager solves the problem and make the decisions by him or herself. The
information about the problem is available only in the manager. Did not ask information from
subordinates.
2. AII- The information is not available in you only lang. The information na nakukuha mo ay
galing sa subordinates but the decision making nasa manager pa rin kaya hindi pa ganiyan
kaliit nag resistance because you only get the information from the subordinates pero ikaw
lang pa rin iyong nag solve and nag decide sa sarili mo. The subordinates may or may not
aware about the decision-making process.
3. CI- You already share the problem but you only share it to you subordinates that you think is
relevant. You pick subordinates individually. Ikaw lang ang naga decide for final decision. You
ask for an opinion but you did not include it sa ano iyong magandang gawin. It depends on
you whether you accept or reject your subordinate’s advice.
4. CII- You share the problem with relevant subordinates but not individually. You make group
meetings. Sabay-sabay muna sila i-meet and kunin ang ideas. It still depends on you whether
you accept or reject your subordinate advice.
5. GI- Share problem with the subordinates. You analyze the problem with others decision. You
ask the decisions of your subordinates. You share the problem to your subordinates
individually. One on one contribute.
6. GII- Share problem with the subordinates. You analyze the problem with others decision. You
ask the decisions of your subordinates. You share the problem to your subordinates together
or in a group meeting. You are willing to accept and implement the groups recommendation.
7. DI- You delegate the problem as well as the decision making to a certain subordinate. Provide
him or her with relevant information and siya iyong bigyan mo ng sole responsibility for the
problem.
• DECISION MAKING PROCESS
1. Identify the problem or determine objectives- First, it is important to diagnose or identify
the situation or problem. Identify the root cause.
2. Gather facts and evaluate information- You gather informations about the problem. For
example: In this problem, mayroon bang certain procedure ang company for this one, na solve
na bai tong problem before.
3. Develop and evaluate alternate solutions or options- Plan A, B, C. Plan A is the best
alternatives. The more important the information, the more alternatives should be.
4. Select best alternative- The manager now will choose the highest quality with the greatest
acceptance sa kaniyang subordinates.
5. Implement solution and follow up consequences- Ask about if you solution nag work ba, or
ano ba ang kulang or lackings.

-In decision making whenever we decide, there is always a certain risk.

8 RISKS in DECISION MAKING

1. Anchoring trap- This your initial impression to the problem or the informations you received. The
manager should be aware of the nakasanayan na informations. Example: Mayroong isang
 problem sa isang company tapos iyong the first information you received so doon ka dapat mag
anchor and dapat hindi ganiyan. In order for the manager to stop this, they should always view a
problem from different perspective.
2. Status-quo- trap- Bias towards the standards. You cannot think of better alternatives. All people
carry biases.
3. Sunk-cost trap- Bias in which you make choice to justify your past choices. Example: You hired an
employee because he/she is your friend even though he/she is not qualified for the job. This will
lead to an inappropriate decision.
4. Confirming evidence trap- Naga confirm ka nalang. Example: You already have point of view or
decision then you talk to your friend na mayroon ka nang na decide. You just want to confirm your
decision. Youn seek out other people to support your evidence.
5. Framing trap- One of the dangerous risks. From the word framing, the way a problem is framed
like paano niyo siya naintindihan. Do not focus on one frame, always try to refrain the problem.
Try thinking hard throughout your decision process.
6. Overconfidence trap- You are over confident with your judgment abilities that you forgot na you
can also make mistake. Example: Sunod-sunod na iyong success mo
7. Prudence trap- Being over cautious about the degree of risks. People who always to be on the
safe side.
8. Recallability trap- Bias in which you will be influenced by the events which leave strong
impression in your memory. Example: Mayroong isang situation that almost the same sa na recall
mo na situation tapos I based mo lang doon ang gawin mo. It happens to day-day situation. You
based your solutions or predictions using your memory that leaves strong impression.
• PROBABILITY ANALYSIS
-result or possibility of an event to happen.
-procedure or process or technique in which gina measure ng mga leaders or managers ang
likelihood ng events to occur.
1. A PRIORI PROBABILITY- predictions obtained by deductions based on assumed conditions.
-This is the likelihood of an event to occur, dito siya gina based. Deduced from formal
reasoning. The events are examined logically to assumed the outcomes.
2. EMPIRICAL PROBABILITY- determined from the recording of actual events over a specific
period of time.
-This probability that is determined through the recording of actual events over a specific
period of time. It is factual. Based on data.
3. SUBJECTIVE PROBABILITY- based on the knowledge and experience of the decision maker.
-Self point of view
• DECISION MAKING TECHNIQUES
1. Group Discussion- Discussion between members. You get ideas or sharing of ideas or
activities. It has moderator. Gina keep niya on track ang discussion.
2. Brainstorming- sharing of ideas and solutions. All ideas are noted down. Naay ga jot down.
Later pa siya gina evaluate without the regard if valid ba siya sa discussion or what or
connected. Free and spontaneous.
3. Synectics- It is like brainstorming and group discussions however, the members of the group
are experts or individuals with diverse experience and skills in connection with the topic.
 Problem solving team. There facilitators are trained or skilled. The already have knowledge
about the certain topic.
4. Nominal Method- This is a highly structured meeting in which certain individuals will write
their original ideas in private. The solutions are anonymously presented to the group for
discussion then doon na i-vote and tally. Example: They have their own paper.
5. Delphi Method- This is a modification of nominal method in which the inputs and opinions of
people are solicited in a questionnaire. It is given in certain individuals and the results are
voted anonymously.

-The difference between group discussion and brainstorming are when we say group discussion is more
like the topic is general while in brainstorming focuses on certain topic.