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Steps in the rational decision-making process:

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Step 1: Recognizing and defining the decision situation.
Step 2: Indentifying alternatives
Step 3: Evaluating alternatives
Step 4: Selecting the best alternative
Step 5: Implenting the chosen alternative
Step 6: Following up and evaluating the results

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Detail: The chosen alternative is implemented into the organizational system.
Detail: Consider all situational factors and choose the alternative that best fits the manager's situation.
Detail: Both obvious and creative alternatives are desired. In general, the more important the decision, the more alternatives should be generated.
Detail: Some stimulus indicates that a decision must be made. The stimulus may be positive or negative.
Detail: Each alternative is evaluated to determine its satisfactoriness, and its consequences.
Detail: At some time in the future, the manager should ascertain the extent to which the alternative chosen in step 4 and implemented in step 5 has worked.

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Most _________ spend considerable time helping employees solve work-related problems, monitoring their performance, and training them in more efficient work procedures.

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Middle Managers

Top Managers

First-Line Managers

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________ is a critical management skill because it affects all of the functions of management.

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Problem decisions:

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There is a specific problem that must be resolved.

Those that are made frequently and are highly structured.

Those that are made infrequently and are poorly structured.

There is no specific problem but rather an opportunity present itself.

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Decision-making skills:

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Allow managers to perform specialized tasks.

Help managers define problems or opportunities, and to select the best course of action.

A person's ability to think in the abstact, to diagnose and analyze various situations, and to see beyond the present situation.

Help managers lead, motivate, communicate with, and get along with their subordinates.

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Managers must deal with three basic decision characterisitics:

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Problem decisions:
Opportunity decisions:
Programmed decisions:
Non-programmed decisions:
In the condition of Certainty:
In the condtion of Risk:

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Those that are made frequently and are highly structured.
Those that are made infrequently and are poorly structured.
There is no specific problem but rather an opportunity present itself.
There is a specific problem that must be resolved.
The alternatives may be known, but their costs are simply probablilities rather than certainties.
The manager knows what alternatives are available and what conditions are associated with each alternative.

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Managers must deal with three basic decision characterisitics:

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1
2
3

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Managers make decisions under several different risk condtions.
Managers must make both problem decisions and opportunity decisions.
The decisions that managers make are either programmed decisions or non-programmed decisions.

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Opportunity decisions:

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Those that are made frequently and are highly structured.

There is no specific problem but rather an opportunity present itself.

There is a specific problem that must be resolved.

Those that are made infrequently and are poorly structured.

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Human Relations Skills:

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A person's ability to think in the abstact, to diagnose and analyze various situations, and to see beyond the present situation.

Allow managers to perform specialized tasks.

Help managers lead, motivate, communicate with, and get along with their subordinates.

none

Technical Skills:

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Allow managers to perform specialized tasks.

Help managers lead, motivate, communicate with, and get along with their subordinates.

A person's ability to think in the abstact, to diagnose and analyze various situations, and to see beyond the present situation.

none

A secretary's ability to type, an animator's ability to draw a cartoon, and an accountant's ability to audit a company's record.

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Conceptual Skills

Human Relations Skills

Technical Skills

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Skills and what they mean...

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Technical Skills:
Human Relations Skills:
Conceptual Skills:

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A person's ability to think in the abstact, to diagnose and analyze various situations, and to see beyond the present situation.
Help managers lead, motivate, communicate with, and get along with their subordinates.
Allow managers to perform specialized tasks.

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Conceptual Skills:

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A person's ability to think in the abstact, to diagnose and analyze various situations, and to see beyond the present situation.

Help managers lead, motivate, communicate with, and get along with their subordinates.

Allow managers to perform specialized tasks.

none

Most often need only a general familiarity with the mechanics of basic tasks performed with the company.

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Top Managers

First-Line Managers

Middle Managers

none

Steps in the rational decision-making process:

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Step 1:
Step 2:
Step 3:
Step 4:
Step 5:
Step 6:

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Following up and evaluating the results
Recognizing and defining the decision situation.
Selecting the best alternative
Indentifying alternatives
Implenting the chosen alternative
Evaluating alternatives

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