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DECISION MAKING
KEPUTUSAN (DECISION)
..IS A CHOICE FROM AMONG THE
AVAILABLE TO ACCEPT..
DECISION MAKING
IS THE PROCESS OF DEVELOPING AND ANALYZING ALTERNATIVES AND MAKING A CHOICE (Gary Dessler)
THE PROCESS OF CHOOSING FROM AMONG ALTERNATIVES (Fred C. Lunenburg)
MEMBUAT KEPUTUSAN MERUPAKAN SATU PROSES MENTAL YANG MEMERLUKAN SESEORANG ITU BERFIKIR SECARA KRITIS DAN KREATIF
SITUASI SEKARANG
SITUASI YANGDIINGINI
ruang
masalah
A PROBLEM IS A DISCREPANCY BETWEEN A DESIRABLEAND AN ACTUAL SITUATION
THE NATURE OF DM
CHOICE PROCESSES PERANAN PENTING DALAM KEPIMPINAN TERLIBAT DALAM SEMUA ASPEK
PENGURUSAN DAN PERANCANGAN MELIBATKAN SEMUA PERINGKAT
PENGURUSAN KEPUTUSAN MEMBERI IMPAK KEPADA
SEMUA PELANGGAN DAN ORGANISASI MEMBUAT KEPUTUSAN MERUPAKAN SATU
KEMAHIRAN
...sambungan
..
Pengurusan organisasi dinilai berdasarkan keputusan yang dibuat
Keberkesanan pengurus dinilai berdasarkan kualiti keputusan yang dibuat
Decisions don't always involve problem. On the hand, problem solving always involves making decisions
DM DENGAN PENGURUSAN
PLANNING ORGANIZING LEADING CONTROLLING
•PLAN•DO•CHECK•ACTION
•DIRECTING•COACHING•SUPPORTING•DELEGATING
•PLANNING•ORGANIZING•STAFFING•DIRECTING•COORDINATING•CONTROLLING
A
B
C
D
ORG. OF PASTA = Administer the system, methods, processes, business: Doing the job; managing the businessB = Build the Business; improveC = Cater to CrisesD = Do the dumb things
A
C
D
B
ORG. OF PASTA = Administer the system, methods,
processes, business: Doing the job; managing the business
B = Build the Business; improve
C = Cater to Crises
D = Do the dumb things
DC PROCESS
INTELLIGENCE ACTIVITY
DESIGN ACTIVITY CHOICE ACTIVITY
HERBERT SIMON
•IDENTIFYCATION PHASE•DEVELOPMENT PHASE•SELECTION PHASEHenry Mintzberg
• DEFINE THE PROBLEM• ANALYZE THE PROBLEM• DEVELOP ALTERNATIVE
• DECIDE THE BEST SOLUTION• CONVERT DECISIONS INTO EFFECTIVE
ACTION• MONITOR AND ASSESS THE RESULTS
PETER DRUCKER
THE CLASSICAL DM MODEL
THIS MODEL ASSUMES THAT DM IS RATIONAL PROCESS WHEREBY
DECISION MAKERS SEEK TO MAXIMIZE THE CHANCES OF ACHIEVING THEIR OBJECTIVES BY CONSIDERING ALL
POSSIBLE ALTERNATIVES, EXPLORING ALL CONCEIVABLE CONSEQUENCES FROM AMONG THE ALTERNATIVES,
AND THEN MAKING A DECISION.Fred C. Lunenburg and Allan C. Ornstein, 'Educational Administration, Concepts and Practices'
PROCESS DM DALAM MODEL KLASIK
IDENTIFIYING THE PROBLEM GENERATING ALTERNATIVES EVALUTING ALTERNATIVES CHOOSING AN ALTERNATIVE IMPLEMENTING THE DECISION EVALUATING THE DECISION
IDENTIFYING THE PROBLEM IF THERE IS NO PROBLEM,
THERE IS NO NEED TO MAKE A DECISION
A WARNING OF A POSSIBLE PROBLEM IS A DISCREPANCY BETWEEN EXISTING AND DESIRED CONDITION4 steps in problem
identification:1. measure results2. compare results to
objectives3. determine the
significance ofthe difference
4. communicate threshold differences to administration
an dministration:1. must be alert to recognize a
problem2. must divide complex problems into
subproblems on the seriousness of the problem
3. must specify the problem in terms of what, where, when, and how big the deviations are from the performance standards previously set.
masalah-masalah:• hanya 60% sahaja lulus semua m/p sedangkan target 80%• peratus pelajar tidak hadir meningkat 5%• surat layang bertambah• peruntukan LPBT habis• ramai pelajar tidak membawa buku ke sekolah
Identifying the problem areaIdentifying the problem area Defining the problemDefining the problem Determining Alternative SolutionsDetermining Alternative Solutions Identifying consequences of Identifying consequences of
solutionssolutions Selecting the best alternativeSelecting the best alternative Examining consequences of the Examining consequences of the
decisiondecision
DECISION MAKING AS PROBLEM SOLVING
** When decisions are to be made, When decisions are to be made, “yes” answers should be sought “yes” answers should be sought to the following questions:to the following questions:
1.1. Can the problem area be Can the problem area be identified?identified?
2.2. Can the problem be clearly Can the problem be clearly defined?defined?
A CHECKLIST FOR A CHECKLIST FOR
DECISION MAKINGDECISION MAKING
A CHECKLIST FOR A CHECKLIST FOR
DECISION MAKINGDECISION MAKING
3.3. Have factors related to effective Have factors related to effective decision making been taken into decision making been taken into consideration?consideration?
(a)(a) Philosophies held by those Philosophies held by those who will contribute to the who will contribute to the decisionsdecisions
(b)(b) Context in which the decision Context in which the decision will be madewill be made
(c) Information that is relevant (c) Information that is relevant to the decisionto the decision
(d)(d) Participation in decision Participation in decision making by those who will making by those who will be affectedbe affected
(e)(e) Timing of the decisionTiming of the decision
4.4. Are alternative solutions feasible Are alternative solutions feasible and practical?and practical?
5.5. Will any solution lead to additional Will any solution lead to additional problems?problems?
6.6. Will any solution create fiscal, Will any solution create fiscal, personnel, or instructional personnel, or instructional difficulties?difficulties?
7.7. Does one solution provide the Does one solution provide the greatest overall benefit?greatest overall benefit?
8.8. Will the “best” alternative be Will the “best” alternative be accepted by those who are accepted by those who are affected by it?affected by it?
9.9. Has the decision’s immediate Has the decision’s immediate impact been documented?impact been documented?
10.10. Has the decision been Has the decision been implemented rapidly and implemented rapidly and smoothly?smoothly?
11.11. Has an evaluation of the decision Has an evaluation of the decision been carried out?been carried out?
12.12. Will the results of this decision-Will the results of this decision-making process be of value when making process be of value when future decisions are made?future decisions are made?
Alternative Approaches
• Consensus
• Dialectical Inquiry
• Devil’s Advocacy
• Nominal Group Technique (NGT)
• Scenario Planning
• Decision Matrix
• Decision Graph
Alternative Approaches
Alternative Approaches