 Problem Solving and Decision Making


Introduction

To begin, let’s clarify what we mean by problem solving and
decision making and how they relate to one another.

Problem solving is a set of activities designed to analyze a
situation systematically and generate, implement, and evaluate
solutions.

Decision making is a mechanism for making choices at each step
of the problem-solving process.

Decision making is part of problem solving, and decision making
occurs at every step of the problem-solving process

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 Types of decisions
 Decision making:- “a decision is a judgment, a
choice between alternatives

The decisions a manager makes can be categorized
into two types: programmed and non-programmed
1. Programmed decisions
 Are repetitive and routine
 Made on the basis of clearly defined policies and
procedures
 Are usually well structured, have adequate
information available and present clear alternatives
 There are definite methods for obtaining a solution to
some decisions
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2. Non-programmed decisions

Are new and unique
 Decisions are novel and ill structured, complex and

elusive

There are no established guidelines or procedures
to direct the way this type of decision should be
handled
 There are no clear alternatives from which to select

 Managers at all levels of the club make non-

programmed decisions.

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 3. Decision making conditions
 The conditions under which decisions are made are certainty,
risk, and uncertainty.

Certainty Risk Uncertainty

complete certainty has some certainty has no certainty

benefits or costs of Outcome is not Outcome is

each are known unpredictable
No element of Probability can be Probability cannot
change intervenes assigned to each be assigned to
between the option alternative each alternative
and its outcome outcome outcome
Decision is a sure Decision is a Decision is a “gut”
thing “gamble” feeling
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 Decision Making Process
Seven steps that provides a rational and analytical
way of looking at decisions.
* Identify the Problem
* Collect Relevant Information
* Develop Alternatives
* Evaluate each Alternative
* Select the Best Alternative
* Implement the Decision
* Follow-up and Evaluate

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 STEP 1: Recognize, classify and define the
problem

Recognize that there is a problem
 Classify the problem in terms of
 the type of decision (programmed or non-
programmed), and
 the decision making condition (certainty, risk, or
uncertainty).

Accurately define the problem

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STEP 2: Set goals and criteria
 Generally in programmed decisions the criteria

can be found in policies

 In the case of non-programmed decisions, no

goals or criteria have been set


The manager will be responsible for this task and
he / she can make an individual decision or involve
a group in decision making

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Step 3: Developing and evaluating alternatives

For every problem or issue, various alternatives may be
available

Alternatives may include what type of facility will be build
and where the facility will be located

Innovation and creativity play a major part in developing
various alternatives

Using groups to generate solutions could enhance this
process

The number of available alternatives identified is limited by
time and money

Each alternative should then be evaluated in terms of its
strengths and weaknesses, advantages and
disadvantages, benefits and costs.
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Step 4: Select the best alternative
 The decision is made at this step

 This step requires a manager to evaluate each

alternative carefully against the goals and criteria

set during the second step
 Rank the alternatives in order of priority


The manager’s experience, values, internal
politics and so on influence his choice

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Step 5: Implementing the alternative

Once an alternative has been selected, appropriate
actions should be taken to ensure that it is properly
implemented

During this stage you need to establish who needs
to be involved in implementing the decision and
how this decision can be best implemented
 Decisions should be explained in such a way that

all relevant parties understand them

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Step 6: Conduct follow-up evaluation
 Once a decision has been set in motion, evaluation

is necessary to provide feedback on its outcome


Adjustments are invariably needed to ensure that
actual results compare favorably with planned
results

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 5. Techniques for improving group decision
making
 Group decision making can enhance the process of
setting goals and criteria and generating alternatives
in the decision making process.
 Group decision making has certain advantages and
disadvantages

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 Advantages
 A variety of skills and specialized knowledge can be used to
solve a problem

Multiple and conflicting views can be taken into account

Beliefs and values can be transmitted and aligned
 More organization members will be committed to decisions,

It will improve the morale and motivation of employees
 Trains people to work in groups

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 Disadvantages
 It can be more time consuming and can lead to
slower decision making
 Groups are more likely to satisfies than an
individual

One group member may dominate the group
decision
 It may inhibit creativity and lead to conformity

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5.1. Techniques for decision making
 There are three techniques namely brainstorming,
the nominal group technique and the Delphi
technique.(read the detail)

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 Decision Making Styles
The decision-style model assumes that people differ along
two dimensions:
* Their way of thinking
(How they process information)
* Tolerance for Ambiguity
(How clear does everything have to be)
1. Directive
Low tolerance for ambiguity.

2. Analytic
Seeks rationality.
  High tolerance for ambiguity.
Efficient and logical.
  Requires more information.
 Considers more alternatives.
Makes quick decisions.

 Careful and adaptable.
Short term focus


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3. Conceptual
 Very broad in outlook.

Considers many alternatives.

Good at finding creative
solutions.
 Focus long range.
4. Behavioral

Work well with others.
 Concerned with achievements
of subordinates.

Receptive to suggestions.

Avoids conflict.

Seeks acceptance. 17
 Ethics in Decision Making
Common Rationalizations
* “Its not really illegal or immoral.”
* “Its in my (Organization’s) best interest”
* “No one will find out”
* “Since it benefits the organization it will
be protected”
* “Everybody does it”

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Different Views of Ethics
* Utilitarian
Decisions are made solely on the basis of their
outcomes. The greatest good for the greatest
number.
* Rights View
Decisions emphasize respecting and protecting
the basic rights of individuals.

* Justice View
A view that requires individual to impose and
enforce rules fairly and impartially so there is an
equitable distribution of benefits and costs.
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 Leadership in sport
What is leadership?
 According to experienced, but very different leaders and
leadership experts, leadership is:
 Goal oriented
 About influencing others
 About empowering others
 About seeing the big picture
 About needing others; and
 About strength of character.

It is defined as ‘influencing and enabling others towards the
attainment of aspirational goals’.

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Definitions by the authors
 Durlin, R: “Leadership is the exercise of authority

and making of decision”.

 George R. Terry: “Leadership is the activity of

influencing people to strive willingly for group

objectives”.

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3.2 Characteristics of leadership

Leadership is a personal quality
 It exists only with followers, if there is no follower

there is no leadership.
 It is the willingness of the people to follow that

makes person leader.

 It exists only for the realizations of common goal.

 It involves readiness to accept complete

responsibility in all situations

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 Quality of good leader
L - Loyalty
E – Enthusiasm,
A- Alertness, ability to coordinate activities
D- Discipline, dutifulness, desires to help others
E- Energetic
R- Reliability, right thinking and right judgment
S- Sincerity, sympathy, self confidence
H- Health
I- intelligent, impartial, interest in teaching
P- Patience, personality, physical skill, public relation.
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 Leadership and Management
 Management effectiveness rests in the ability to
plan and budget; organize staff; and control and
solve problems.
 Leadership is the ability to establish direction, align
people, and to motivate and inspire.

the five key functions of leadership:
 To create a vision
 To set out strategy
 To set objectives and lead towards performance
 To influence and motivate people
 To facilitate change and nurture culture
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 Theories of leadership
1. Universal trait theory of leadership
 This theory has its origin in the “great man” theory of
leadership

This theory believes that successful leaders have certain
personality characteristics or leadership traits that lead
possible for them to be successful leaders in any situation.
2.Universal behavior theories of leadership
 This theory believed that successful leaders had certain
universal behaviors.

Once these behaviors identified, they could be thought to
potential leaders everywhere.
 This approach to leadership is very optimistic:

But trait theory believed that leaders are made not born.
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3. Fiedler’s contingency theory
 It means that leaders that are effective in one situation may not
be in another.
 This means that effective leadership depends on specific
environmental situations.

effective leadership is the effectiveness of a group contingent
on the relationship between leadership style (personality trait)
and the degree to which the situation enables the leader exerts
influence.

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4. Situation specific behavior theory

Two of the situation specific theories are the path goal
theory and the life cycle theory.

Path goal theory: in path goal theory the emphasis is on the
needs and goals of the subordinate
 The function of the leader is providing a well “lighted path” to
assist the followers in achieving goals.

Lifecycle theory: the appropriate leadership style for any
specific situation depends on the maturity of the followers.

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5. Chelladrai’s multidimensional theory of leadership

According to this theory the leadership is the products of
prescribed leadership behavior, actual leadership behavior and
preferred leadership behavior.
 Prescribed leadership behaviors are those that conform to
established norms of the organization.
 Preferred leader behaviors are those behaviors that are
preferred by the followers.
 Actual leader behaviors are those that are the leader exhibits
irrespective of the norms or preference of the team.
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 3.6 Types of leadership

Servant leadership: It finds its roots in the bible.

Strategic leadership: one would find strategic leadership in
business organizations where change management is required
and a strategic vision is necessary for the business to grow.

Autocratic leadership: directive leadership style, are
generally more task oriented.

Democratic leadership: participative leadership style, more
people oriented and the feeling and the thought of the
followers matter to them

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 Transformational leadership: transformational leaders
have the ability to inspire and motivate their followers
beyond their job description.

Charismatic leadership: have the natural ability to attract
people and inspire commitment to their cause.
 Visionary leadership: they have the ability to see what
things could be in the future rather than what things are.

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Communication in sport organizations

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