Define the problem Step 1 : Define the problem or opportunity

oropportunity. (problem, characteristics of problems,

Set objectives and criteria. structured problems, unstructured problems).

MIND Generate alternatives.

Select the most feasible
Step 2 : Set objectives and criteria.
Step 3 : Generate alternatives.

MAP
alternative. Step 4 : Select the most feasible alternative.
Implement the decision. Step 5 : Implementing the decision.
Control the results. Step 6 : Control the results.

DECISION MAKING
PROCESS
6 STEPS:
Opportunity.
Objective.
Decision.
Problems.
Faces important decisions.
EXAMPLE OF
SITUATION Problem solving and decision making are crucial skills of
effective managers.
Reflexive - Reflexive decision making style. Managing is about one thing - making decision.
Reflective - Reflective decision making Some researches claim that managers typically make
DECISION INTRODUCTION TO SOLVING PROBLEMS AND about 80 decisions daily, or one every 5 or 6 minutes.
style. SPORTS MAKING DECISION Others claim that daily decisions number in the hundreds.
Consistent - Consistent decision making MAKING STYLES MANAGEMENT Bad decisions not only destroy careers, but also will
style.
destroy the companies.

THE DIFFERENCE BETWEEN

PROBLEM SOLVING AND
Problem solving : The process of taking
DECISION MAKING
corrective action to meet objectives.
Decision making : The process of
selecting a course of action that will
solve a problem (making a choice from
two or more alternatives).

DECISION - MAKING FOR DECISION MAKING TYPES OF PROBLEMS

OFFICIALS CONDITIONS AND DECISIONS

Successful Decision Certainty

A decision as a successful official (referee) depend on things. A situation in which a manager can make accurate decisions because all
Characteristics.
Be Cool outcomes are known. For managerial decisions are made under the condition
When making a decision you have to keep your cool. of certainty. Programmed Decisions.
Be Smart
Each decision has two phases : Read and Analyze the play, and then make the call.
Risk Nonprogrammed Decisions.
A situation in which the manager is able to estimate the likelihood (probability)
When To Give Penalty ?
of outcomes that result from the choice of particular alternatives. The ability to
When things happen in a split second, it can be tempting to throw a penalty flag
assign probabilities may be the result of personal experience or secondary
before you know what happened.
information.
Know How To Control
That is why officials need to work in cruise control. Uncertainty
Error ! Limited information prevents estimation of outcome probabilites for
One of the biggest errors that officials fall into is making calls too quickly. alternatives associated with the problem and may force managers to rely on
intuition and “gut feelings.”