IT

• Decision making is the process of identifying and choosing alternative courses of action in a manner appropriate to the situation.
• Decision making may also mean the analysis of alternatives and the choice between them.
• Decision is a judgment or choice between two or more alternatives and arises in an infinite number of situations from the solution of problem to the implementation of a course of action.
• Decision making is particularly important to managers when they plan, organize, lead, and control, which is why they are called decision makers.
• Managers make various decisions in each of the functions of management: planning, organizing, leading, and controlling.
• Making decisions can be approached from a rationality perspective, which aims for the best alternative for the organization.
• Making decisions can also be approached from a bounded rationality perspective, which aims for "good enough" solutions.
• More workers result in fewer jobs available.
• The email address for MMSU is [e-mail].
• Send us a message or visit us at the City of Batac, Ilocos Norte, Philippines.
• MMSU - CBEA is located at the City of Batac, Ilocos Norte, Philippines.
• The contact number for MMSU is (63) 77 - 600 - 0459.
• MMSU can be reached through Facebook and the website www.mmsu.edu.ph.
• Kefrancisco can be reached via email at [e-mail] and through his contact number (63) 917 - 322 - 2828.
• Types of Plans include:
• Decision making can involve the role of intuition, which includes experience, feelings, and accumulated judgment.
• Decision making can also involve the role of evidence-based management.
• Managers must recognize situations to apply the right decision type.
• Decision-making situations vary based on complexity.
• Complexity guides the choice between formal and informal decision making.
• Programmed decisions are for recurring problems and have predictable circumstances and solutions.
• Programmed decisions follow a procedure with sequential steps to solve a problem or a rule with clear instructions on what to do or not do.
• The outline of the case analysis includes time context, viewpoint, statement of the problem, objectives, areas of consideration, analysis, alternative courses of action, and recommendation.
• Strategic planning, tactical planning, and operational planning are different types of plans.
• The result of the planning process is called a plan.
• The Case Study Method is an approach in decision-making.
• The major aspects of planning include contribution to purpose and objectives, planning as the basic function, planning for efficient organization, planning is found in all the other functions, and planning is a major function of all managers.
• The objectives of the case method are to become more efficient and accurate in finding the cause and effect of business problems, to become more imaginative in formulating efficient and effective solutions, to apply special experience and handle new situations, to develop skills in interacting, cooperating and fostering closer working relations.
• Decisions are made using quantitative data, based on statistical analysis of collected data.
• The planning process includes time context, viewpoint, statement of the problem, objectives, areas of consideration, analysis, alternative courses of action, and recommendation.
• Planning is a rational approach or approach and formulation of objectives, programs, policies, procedures, budget, rules and regulations.
• Decisions are made based on general guidelines with some flexibility, and the circumstances are unique, unpredictable, and have never occurred before.
• Decisions are made using brainstorming, which opens up many more possibilities and allows for no previous experience or result, meaning there’s little or no available data to analyze.
• The benefits of planning include intensified effort, persistence, provides direction, and creation of task strategies.
• Decisions are made using qualitative inputs, not just on numerical statistical data but other associated factors that may influence the collected data.
• Indications of good planning include workers knowing how their jobs fit into the total pattern, jobs being turned out on time, good relationships with other departments, equipment being in good shape, materials being available, wastes being kept to a minimum, machines doing their proper role, and people using their highest skills.
• Tracking progress and maintaining flexibility involves keeping an eye on how well you're doing and being ready to change things if needed.
• Creating objectives involves breaking down your goal into smaller tasks, such as checking your resources, researching how to make organic fertilizer, and creating a plan.
• Developing strategies involves planning how to reach your goal, which could involve checking your resources and sending your team for training.
• Indications of poor planning include skilled workers doing unskilled work, men fumbling on jobs for which they are not trained, some men being overworked, others being underworked, some machines doing jobs which could be done by smaller ones, quarreling, bickering, buck-passing and confusion, wasted materials, delivery dates not being met, machines being idle, and having machines but not working due to absence of inputs.