Overview of the importance of the decision making process for organizations. Information on Stryker-Consulting, new program adapted for decision making process.

1. Decision Making
Process:Stryker
Isabelle Schultz

2. What is it?
• From daily activities of employees to entire
organizational needs. Decision making plays a
crucial role in any organization.
• Decisions and their levels of effectiveness will
vary
• “Nut (1999) concluded that half of all decisions
made in organization fail because of the poor use
of decision-making tactics by managers as well
as problem with communication.”

3. Rational Models of Decision Making
(Normative Model of decision making)
• Members of an organization recognize the problem
that requires a decision.
• those who will be making the decision search for all
relevant information.
• create options and evaluate a list for decision
effectiveness.
• The process is concluded when “optimal decision is
identified and decision implementation can begin.”

4. Normative Model: Five
Stages
• 1.Formulation: Focus on research, likes and dislikes.
• 2. Concept development: Generate alternative
approaches.
• 3.Detailing: Additional research or evaluation.
• 4. Evaluation: Group determines the cost
effectiveness and appeal of each option.
• 5. Implementation: Make the choice

5. Small Group Decision
Making: 4 Phases
• 1. Orientation: Group member comes together
with problem.
• 2. Conflict: Solutions are gone over and debated.
• 3. Emergence: Group members will arrive at
consensus.
• 4. Reinforcement: Decisions made will be
supported by all group members.

6. Decision Making: Groupthink
• Groupthink: When making
decisions as a group,
groupthink occurs when
decisions made “discourage
creativity or individual
responsibility.”

7. Groupthink Symptoms
• Illusion of invulnerability: The belief that nothing can go wrong within the
group.
• Illusion of morality: The self righteous belief that the virtues of the group are
above reproach.
• Stereotyping: The categorizing of others outside of the group in ways that see
their views as unacceptable.
• Self-censorship: The overt restraint of group agreement while private group
member to behave and think in similar ways.
• Direct pressure on dissidents: The coercive force that obliges group member
to behave and think in similar ways
• Reliance on self-appoint mind guards: The protection of the group from
contrary information from outside influences.

8. Functional Theory of group
decision making
• Randy Hirokawa and Dennis Gouran (1996):
“effective decision making depends on groups
attending to critical functions through group
communication.
• Group should understand the issue(s) and
address how they are going to resolve them,
come up with alternatives, relevant and realistic
ideas, examine the options, select options that
are likely to have desired characteristic.

9. Participation in Decision
Making
• Affective model: Based on HR theorist.
• PMD—Satisfaction of Higher Order Needs—
Work Satisfaction—Motivation—Productivity
• When these needs are met, job satisfaction
follows.

10. Approaches to the Decision
Making Process
• Classical: “Decision making is seen as a rational and
logical process. Emphasis placed on procedure through
which decision makers can reach an optimal solution as
efficiently as possible.”
• Human relations: “Participation in the decision-making
process is seen as an avenue for the satisfaction of worker
needs. Satisfied workers will then be more productive.”
• Human resource: “Participation is seen as an avenue for
eliciting valuable information from employees and for
ensuring effective implementation of organization
decisions. “

11. • Systems: “Decision making is seen as a complex
process involving multiple and varied stages. Both
information and organizational members are seen
as part of knowledge.”
• Cultural: “Decision making is seen as a set of
practices the reflects organizational value and
assumptions.”
• Constructive: “Decision making is seen as an
interactive site through which organization is
constituted. Texts created through conversation
can facilitate or impede collaborative processes.”

12. • Critical: “Decision making is seen as a process
through which management can exert control
over employees through the definition and
acceptance of decisions premises and
processes.”
• Feminist: “Decision making is seen as one way
to enact feminist values such as non-hierarchal
structure, collaboration, regard for emotion, and
supportive interaction.”

14. About Stryker
• Headquarters: Kalamazoo, MI.
• Employees: approx. 33,000
• One of the world leading best medical technology
companies, driven to make healthcare better.
• Service in Orthopedics, Medical, Surgical,
Neurotechnology, and spine that help improve
patient and hospital outcomes.

15. Stryker:Values
• Integrity: Do what is right
• People: Grow Talent
• Accountability: Do what we say
• Perfomance: Deliver
• By focusing on these values it allows Stryker to
offer many different innovative products and
services.

16. Strykers Perfomance
Solution: Decision Making
• New Conciliating Service Uses Data Analysts to drive
informed organizational decision making.
• Practice Excellence Program: Service o help
physicians nationwide “specializing in orthopedics
drive profitability, efficiency, and quality outcomes.”
• Starts with report to determine areas for
improvement.
• Team then develops a plan prioritized to
the organizations needs.

17. • Revenue Cycle Management: Focus on
improving profitability and key financial
performance indicators.
• Practice Redesign: Drives efficiency through
workflow mapping, managing patient visits and
resources.
• Ongoing Data Analytics: Helps practices track,
trend, and analyze clinical, financial and
operation performance to help drive the decision
making process.

18. “Practice management is increasingly more difficult
due to the administrative burden of managing
insurers, contracts, government reporting
requirements and patient demands," said Richard
Conn, MD, Medical Director for Performance
Solutions. "Through the Practice Excellence™
Program, physician groups can tap into our team's
expertise in practice management, finance, and
healthcare policy and reform, among other
disciplines, to help sharpen their competitive edge
and work toward becoming more profitable.”

19. Works Cited
About. (n.d.). Retrieved March 05, 2018, from https://
www.stryker.com/us/en/about.html
Miller, K. (2005). Communication theories: perspectives,
processes, and contexts. Boston: McGraw-Hill.
Stryker's Performance Solutions Launches Practice Excellence™
Program to Help Physician Practices Drive Profitability, Efficiency &
Quality Outcomes. (n.d.). Retrieved March 05, 2018, from https://
www.stryker.com/us/en/about/news/2017/stryker-s-performance-
solutions-launches-practice-excellence-pro.html