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