1. Presented by:
Ms. Lavanyaa Jaya Kirubai .S
Msc.(N) II year

2. “Be sure you are right -- then
go ahead.”
Davy Crocket.

3. DECISION MAKING

4. • CRITICAL THINKING – The ability to
question philosophically and exercise
careful judgement when evaluating a
situation.
• DECISION: a conclusion or resolution
reached after consideration

5. • PROBLEM SOLVING – A process
whereby a dilemma is identified
and corrected.
• CREATIVITY – Intellectual
inventiveness.
• SATISFICING – A decision making
strategy whereby the individual
chooses a less than ideal
alternative that meets minimum
standards of acceptance.

6. A Challenge
Please write a One Sentence
Definition of
DECISION MAKING.

7. Definition
Decision Making:
The process of examining your possibilities
options, comparing them, and choosing a course
of action.

8. DEFINITION
Decision & Decision Making
A decision is a choice made between two or more
available alternatives. Decision making is the process of
choosing the best alternative for reaching objectives.
(Samuel C. Certo, 2003)
Decision making can be defined as a process of
choosing between alternatives to achieve a goal. It is the
process by which an individual chooses one alternative
from several to achieve a desired objective.
(Manmohan Prasad, 2003)

9. Making Effective Decisions
 Perception.
 Priority.
 Acceptability.
 Risk.
 Resources.
Factors:
 Goals.
 Values.
 Demands.
 Style.
 Judgement.

10. Six C's of Decision Making
 1. Construct.
 2. Compile.
 3. Collect.
 4. Compare.
 5. Consider.
 6. Commit.

11. Six C's of Decision Making
 Construct a clear picture of
precisely what must be decided.
 Compile a list of requirements that
must be met.
 Collect information on alternatives
that meet the requirements.

12. Six C's of Decision Making
 Compare alternatives that meet
the requirements.
 Consider the "what might go
wrong" factor with each
alternative.
 Commit to a decision and follow
through with it.

13. TYPES OF

14. 1. Basic Decision or
Strategic Decisions
Types of Decisions
2. Administrative
Decisions

15. 3. Organisational or
Personal Decisions
Types of Decisions
4. Policy of
Decisions

16. 5. Individual &
Group
Decisions
Types of Decisions
6. Routine
Decisions
7. Adaptive
Decisions

17. 1.Basic Decision or Strategic Decisions
• All basic decision is strategic decisions
involving large range commitments and large
investments.
• Slight or small mistakes in these decisions
would seriously injure the entire
organizations.

18. 2. Administrative Decisions
• Herbert Simon had classified all decisions in
two classes;
• Programmed decision:
It involves organizations which an develop
specific process for handling these decision.
• E.g. standing operating procedures and
policies.
• Non – Programmed Decisions:
They relate to general problem solving
process. They involve judgment, intuition and
creativity.

19. 3. Organisational or Personal
Decisions
• Organizational decisions reflect
company policy. Theycan be
delegated of transferred to others.
• While personal decisions refer to
those made by a manager as an
individual and these can’t be
delegated.

20. 4. Policy of Decisions
• Policy decisions are taken by the top,
management.
• e.g. the declaration of bonus in a
company is a policy matter which is to
be decided by the top ,management,
while calculation and distribution of
bonus is an operating decision which is
taken as the lower levels.

21. 5. Individual & Group Decisions
• The decisions taken by the an individual in
the organization is known as individual
decisions
• Group decisions refer it the decisions
which are taken by a group of
organizational members (board of
directors, committer of experts)

22. 6. Routine Decisions
• The type of decisions made when
problems are relatively well defined and
common & when established rules,
policies and procedures can be used to
solve them.

23. 7. Adaptive Decisions
• The type of decisions made when
problems and alternative solutions are
somewhat unusual and only partially
understood.

24. Characteristic of Decision Making
Process
• From various courses of action, it is a process
of choosing a particular course of action.
• It is a human process which involves the
application intellectual abilities.
• It is a rational process which is proceeded by
deliberation and reasoning. It may also be
called as end process.

25. Characteristic of Decision Making
Process
• It is always related to situation in which a
manager may take one decision in a
particular set of circumstances and another
in a different set of circumstances.
• This involves certain specific purpose in
which these may just be decisions not to
decide.

26. PHASES OF DESION
MAKING
INTELLIGENT
ACTIVITY
DESIGN
ACTIVITY
CHOICE
ACTIVITY

27. PRINCIPLES OF DECISION
MAKING
• Principles of autonomy
• Principle of beneficence
• Principle of paternalism
• Principle of utility
• Principle of justice

28. TECHNIQUES OR BASIS FOR
DECISION MAKING

29. TECHNIQUES OR BASIS OF DECISION
MAKING
1.INTUTION:Decision making by intuition is
characterized by inner feeling of the person.
He takes a decision as per the dictates of his
conscious
2.FACTS :It is considered to be the best basis
of decisions making. Such decisions will be
sound and proper

30. 3.Experience : Past experience of a person
becomes a good basis for taking decisions.
When a similar situation arises the
manager can rely on his past decisions and
takes similar decisions.
4.Operations research: It helps managers
by providing scientific basis for solving
organized problems involving interaction of
components of the organization.

31. 5.Values : Being confused and unclear
about one‘s values may affect decision-
making ability. Overcoming a lack of self-
awareness through values clarification
decreases confusion.
6.Individual Preference : Overcoming this
area of vulnerability, involves self-
awareness, honesty and risk taking.

32. QUALITIES OF
MANAGER

33. QUALITIES OF MANAGER
COURAGE SENSITIVITY
ENERGY CREATIVITY

34. STAGES OF DECISION
MAKING PROCESS

35. Problems
Information
Objectives
Data
Collection
Alternatives
X
Y
Z
Evaluation
Implementation
Selection
Feedback
Information
Testing
Decision Making Process

36. DECISION MAKING
MODELS

37. 1.Normative Model
• Seven steps are identified in the analytical
precise model.

38. 2.Descriptive model of decision making
(Lancaster & Lancaster, 2002)
Establish satisfactory goal or value
Define subjective perception of problem
Identify acceptable alternatives
Evaluate alternatives
Select satisfactory alternatives
Implement decision
Follow up

39. 3.Decision tree model
Every path through the tree corresponds
to a possible sequence of actions and
events, each with its own distinct
consequences.
Probabilities of both positive and negative
consequences of each action and event
are estimated and recorded on the
appropriate branch.
Additional options and consequences of
each action event sequence can be
depicted on the decision tree.

40. Possible events
Increased demand
for procedures
Decreased demand
for procedures
Increased demand
staff
Decreased demand
for staff
Alternative events
Hire regular staff
Pay over time and
on call wages
Decision
point
Decision tree model (Marquis and Huston, 2002)

41. 4.Strategic model
The three crucial elements in decision
making are represented by three inter-
connected circles.

42. Strategic model (Swansburga 2002)
Identifying
the
problems
Developing
potential
solutions
Selecting
the single
best
choice
Supporting
activities in
decision
making

43. Successful strategies for decision making
• Building extensive networks of individuals and
groups who could provide them with resources
• Searching the nursing, hospital and business
literature
• Being knowledgeable and involved in the politics
• Communicating regularly and repeatedly about
decision activities to organization members
• Directing the majority of their time and energy
towards the accomplishment of their plan.

44. 5. Nursing Process Model (Marwuis&Huston, 2002 )

45. 6.Intuitive decision making model
Romiszowski built on the nursing process in
creating the intuitive decision making model.
In this model, the decision maker consciously
incorporates recall or cumulative knowledge that
comes from education, both formal and informal as
well as experience, in planning the decision.
Inexperienced or notice decision makers spend
more time in the assessment, recall and planning
phases

46. Intuitive decision making model (Marquis and Huston, 2002)
Gather patient
data
Possible nursing
diagnosis and
intervention
Implement
Follow through
Evaluate
Analyze
Synthesize
Exercise
judgment
1. Assess 2. Recall
4. Implement/evaluate 3. Plan

47. 7.Econological model
It is an ideal view of economic man, in which a
manager who is faced with a problem weighs
the economic aspects of all possible courses of
actions and chooses the action that is
expected by the yield, the greatest net gain or
the least loss.

48. Econological model (Basavanthappa .B.T, 2006)
Set goal or define the problem
Develop alternatives
Determine all outcomes
Develop criterion
Select
alternatives
Act or implement decision

49. 8.Moral Model
• M - Massage the dilemma.
• O - Outline options.
• R - Review criteria and
resolve.
• A - Affirm position and act.
• L - Look back, evaluate the
decision making.

50. 9.Ethical decision making
According to Murphy and
Murphy, this model is specifically
geared for ethical decision making as
it helps the individual clarify the
basic beliefs and values of those
involved.

51. Ethical decision making model
Identify the problem
Determine why the problem is an ethical one.
Identify the people involved in the ultimate decision.
Define the role of decision maker.
Consider the consequences of each alternative.
Make the decision.
Compare the decision with the philosophy of the decision
makers ethics.
Follow-up on the results of the decision

52. 10.Problem solving model
Problem solving and decision making are vital
abilities for nursing practice.
Nurses at all levels must posses the basic
knowledge and skills required for effective problem
solving and decision making. Problem solving and
decision making skills require critical thinking which
is a higher cognitive process and both can be
improved upon with practice

53. Problem solving model
Decision
Making
Creativity
Problem
solving

54. • Decision making
It is a purposeful and goal directed effort using a
systematic process to choose directed effort using a
systematic process to choose among options. The
hallmark of decision making is the identification and
selection of options.
• Problem solving
Problem solving is focused on trying to solve an immediate
problem.
• Creativity
It is essential for generation of options or solutions.
Creativity individuals are able to conceptualize new and
innovated approaches to a problem by being more flexible
and independent in their thinking.

55. SUMMARY &
CONCLUSION