Classification Accuracy

Although time and space will not permit a detailed analysis of this, it behoves us to at least sketch out here the steps which lead to sound decision making.

The following five steps are as given by an eminent management scholar, Peter Drucker:

l. Defining the problem 2. Analyzing the problem

3. Developing alternative solutions 4. Deciding upon solution

5. Converting the decision into effective action.

It is pertinent to state here that not all decisions have to go through these five

steps in order to be made. Management scholars have divided decision

making into two broad categories - programmed and non - programmed decisions.

Programmed decisions are those which deal with problems permitting well defined search and choice procedures to be used each time they occur. The problems giving rise to them are repetitive and so solutions can almost be

prefabricated. Non-programmed decisions on the other hand involve problems which "...are often new and highly ill-defined making it difficult to

tell what factors are applicable for obtaining a desired solution". Normally for such problems, need arises to shift the focus of decision making "upstairs".

Improving Decision Making Ability of E xecutives

Since we have said in clear terms that decision is a products of value

judgment, that it depends too much on the individual; and since we know that

individuals are gifted differently, how can decision making ability be improved?

Pondering over such issues, T. Ross Moore, gives the following response to his own question - "Can Decision Making be learnt?"

It would be very convenient and comfortable merely to say that decision making is something which springs from the intuition of certain types of people. This would make our problem quite simple. We could go back to the old saying that either a m an has it or he doesn't.

However, Moore believes that just like enterpreneurism which was thought irreplaceable has been replaced quite successfully by management, decision making can be learnt.

Time will not allow us to go into details on how this can be done but a few tips will be given.

One way in which it can be learnt is picking the brain of the successful decision maker to catalogue the process he utilizes in so doing. Such a process can then be studied, adopted and taught. However, this is not easy as

many as. good decision makers does not know how they were made

Another way of improving decision making ability is making more of them.

Ross Moore says the following in this regard: "I have personally found one

further ver y important thing about the decision making process which

indicates that it can be learnt. The more decisions I make, the better is their quality".

Another way of improvement in the quality of decisions in organizations rather than decision making ability of individuals is to drop those who are incapable of making decisions from so doing. Ross Moore puts this point thus:

I have also observed that there are those who seem to be unable to m ake decision ...Others are actually afraid to take chance. Still others simple

do not want the responsibility of any form of decision m aking. When I

run into these situations. I try to peg the man immediately at the level to which he has risen. There should be no further promotion for him. A man unable to make decision merely adds a form of paralysis in any organizations.

4.0 Conclusion

This unit has examined the topic - decision-making. In it you have given the meaning and scope of decision- making in organizations. You have told how it is not the responsibility of only those on top of organizational hierarchies.

You have also learnt how decision- making capacity can be enlarged by the

"tapping" of the knowledge of colleagues and subordinates. You have also learnt how to increase the ability of decision making in executives.

5.0 Sum mary

Decision making is a critical function in organizations. It is a personnel function because it is one of the important things the employee does in

organizations and in respect of which he is given additional training and which also forms the basis for his performance appraisal.

6.0 Tutor Marked Assignm ent

Define decision-making. How would you improve this process lr'an

`executive?

7.0 References and other resources

Moore, Ross T "Synthesizing Information" in H.B Maynard (ed) (1960) Top Management Handbook, McGraw-Hill Book Company, New York Smiddy, Harold F. "Deciding" in H. B. Maynard (ed) ibid

Tennenbaum, Robert, Wechsler, Irving R, Massarik, Fred (1961) Leadership and Organization, McGraw-Hill Book Company, New York

MODULE FIVE UNIT 22

CONFLICT MANAGEMENT

Table of Contents

1.0 Introduction 2.0 Objectives 3.0 Main Contents