Naomi Three

Decision-making is the process whereby an individual, group or organization reaches
conclusions about what future actions to pursue given a set of objectives and limits on available
resources. This process will be often iterative, involving issue-framing, intelligence-gathering,
coming to conclusions and learning from experience. Another definition is that Decision making
is a dynamic and interactive process incorporating a sequence of events from the time when
decision makers recognize the need to solve a problem until the time when they authorize a
course of action to solve it. This definition shows that the process by which a decision is
implemented is not part of the decision-making process itself, although both processes are
complementary. In other words, decision making and implementation are related but distinct
concepts.
The first step in decision making is to identify the decision. The most common way of
recognizing issues requires reconnaissance of the inward and outer climate for issues that merit
consideration (Saaty 2008). School directors filter their general surroundings to decide if the
school is advancing sufficiently toward its objectives. For instance, school executives review
understudies, instructors, guardians, and local area individuals utilizing instruments to gauge
fulfillment, hierarchical environment, and such. Other data might come from formal data
frameworks, for example, occasional bookkeeping reports, the board Data Framework (MIS)
reports, and authoritative plans intended to find issues before they become excessively intense.
On the other hand the data might be accumulated casually by talking over the circumstance
and by private perception. When one realizes that they need to make a decision. Tregoe, (2005)
states that they should always try to clearly define the nature of the decision that they must
make. This first step is very important.
Once one has identified their decision, it‘s time to gather the information relevant to that
choice. After defining and analyzing the problem, the next step is to develop alternative
solutions. Information plays a crucial role in the decision-making process. It serves as the
foundation for informed decisions. Also, it helps individuals and organizations make choices
that are based on accurate and relevant data. It's also important to look for information outside
ones team or company. Effective decision making requires information from many different
sources. Finding external resources, whether it’s doing market research, working with a
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consultant, or talking with colleagues at a different company who have relevant experience.
Gathering information helps ones team identify different solutions to your problem. Verma
(2014)
With relevant information now at ones fingertips, identify possible solutions to their problem.
There is usually more than one option to consider when trying meeting a goal for example, if
ones company is trying to gain more engagement on social media, their alternatives could
include paid social advertisements, a change in your organic social media strategy, or a
combination of the two. (Kepner 2005).
After defining and analyzing the problem, the next step is to develop alternative solutions. The
main aim of developing alternative solutions is to have the best possible decision out of the
available alternative courses of action. In developing alternative solutions the manager comes
across creative or original solutions to the problems. In modern times, the techniques of
operations research and computer applications are immensely helpful in the development of
alternative courses of action. The alternative that is chosen must be acceptable to those who must
live with the consequences of the decision. Failure to meet this condition is the single most likely reason
for failure of the decision-making process to solve problems (Hastie, 2010). Once one has identified
multiple alternatives, they need to weigh the evidence for or against said alternatives. Seeing
what companies have done in the past to succeed in these areas, and taking a good hard look at
their own organization‘s wins and losses. Identify potential pitfalls for each of ones alternatives,
and weigh those against the possible rewards. Negulescu (2014).
After defining and analyzing the problem, the next step is to develop alternative solutions. The
main aim of developing alternative solutions is to have the best possible decision out of the
available alternative courses of action. In developing alternative solutions the manager comes
across creative or original solutions to the problems. In modern times, the techniques of
operations research and computer applications are immensely helpful in the development of
alternative courses of action. Once you have identified multiple alternatives, weigh the
evidence for or against said alternatives. See what companies have done in the past to succeed
in these areas, and take a good hard look at your own organization‘s wins and losses. Identify
2
potential pitfalls for each of your alternatives, and weigh those against the possible rewards.
Doval- (2014)
To gathered all relevant information, and developed and considered the potential paths to
take. You are perfectly prepared to choose. After you‘ve ranked your options, you must choose
the one that you think has the strongest chance of achieving your goal. In some instances, you
can combine several options, but in most cases, there will be a clear-cut direction you want to
take.
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References
Oriana-Helena Negulescu (2014) - Using a Decision-Making Process Model in Strategic Management
Thomas L. Saaty (2008) Decision making with the analytic hierarchy process Int. J. Services Sciences, Vol.
1, No. 1, 2008
Deepika Verma (2014) - Study and Analysis of Various Decision Making Models in an Organization‘- IOSR
Journal of Business and Management (IOSR-JBM)
Kepner, C. H., & Tregoe, B. B. (2005). The new rational manager (rev. ed.). New York, NY: Kepner-Tregoe.

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Decision-making is the process whereby an individual, group or organization reaches

Oriana-Helena Negulescu (2014) - Using a Decision-Making Process Model in Strategic Management

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