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    Managerial Decision Making

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    Aulia Zahara
    This document discusses managerial decision making at both the individual and group level. It describes structured problems which have clear algorithms for decision making and unstructured problems where algorithms are unclear. Decision making approaches vary depending on management level, with top management facing more unstructured problems. Key factors in decision making quality include the decision itself, its acceptance, and ethical considerations. Common decision making techniques are also outlined.

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    Managerial Decision Making

    Uploaded by

    Aulia Zahara
    10 views22 pages
    This document discusses managerial decision making at both the individual and group level. It describes structured problems which have clear algorithms for decision making and unstructured problems where algorithms are unclear. Decision making approaches vary depending on management level, with top management facing more unstructured problems. Key factors in decision making quality include the decision itself, its acceptance, and ethical considerations. Common decision making techniques are also outlined.

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    This document discusses managerial decision making at both the individual and group level. It describes structured problems which have clear algorithms for decision making and unstructured problems where algorithms are unclear. Decision making approaches vary depending on management level, with top management facing more unstructured problems. Key factors in decision making quality include the decision itself, its acceptance, and ethical considerations. Common decision making techniques are also outlined.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    10 views22 pages

    Managerial Decision Making

    Uploaded by

    Aulia Zahara
    This document discusses managerial decision making at both the individual and group level. It describes structured problems which have clear algorithms for decision making and unstructured problems where algorithms are unclear. Decision making approaches vary depending on management level, with top management facing more unstructured problems. Key factors in decision making quality include the decision itself, its acceptance, and ethical considerations. Common decision making techniques are also outlined.

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    You are on page 1of 22

    MANAGERIAL DECISION

    MAKING
     INDIVIDUAL DECISION MAKING
    Pengambilan Keputusan Manajerial yang
    dilakukan oleh Seorang Manajer.
     GROUP DECISION MAKING
    Pengambilan Keputusan Manajerial yang
    dilakukan oleh suatu kelompok atau level
    manajemen.
     Masalah Keputusan Terstruktur
    (Structured Problem)
    - Algoritma Pemecahan Sudah Jelas
     Masalah Keputusan Tidak Terstruktur
    (Unstructured Problem)
    - Algoritma Pemecahan Tidak Jelas.
     TOP : Mostly Unstructured Problem
     MIDDLE : Balance
     LOWER : Mostly Structured Problem
    1. Quality of the Decision
    2. Acceptance of the Decision
    3. Ethical Justness of the Decision
     Define The Problem
     Criteria Identification
     Criteria Weighting
     Alternative Generation
     Rating each Alternative
     Computing the Optimal Decision
     Intelligent
     Design
     Choice
     Implementation
     Perfectly Defining the Problem
     Identifying All Criteria
     Accurately Weighting All Criteria
     Knowing All Relevant Alternatives
     Accurately Assessing each Alternatives
    on each Criteria
     Accurately Choosing The Highest
     Lack of Information
     Time and Cost Constraints
     Perception Biases
     Limitation of Usable Memory
     Intelligent Constraints in Calculating
     THE AVAILABILITY HEURISTICS
    Ketersediaan Informasi dalam memori
     THE REPRESENTATIVENESS
    HEURISTICS
    Kesamaan Masalah
     ANCHORING & ADJUSTMENT
    HEURISTICS
    1. Informasi yang mudah diingat
    kembali
    2. Informasi yang mudah dicari
    3. Korelasi Maya (Illusory Correlation)
     Tidak sensitif terhadap kemungkinan
    suatu hasil (outcomes)
     Tidak sensitif terhadap ukuran sample
     Miskonsepsi tentang “Chance”
     Regresi ke Arah Rata-rata
     Adjustment yang tidak memadai
     Overconfidence
     Hubungan yang keliru
     Konfirmasi yang Menjebak
     Warning about the possibility of bias
     Describing the direction of the bias
     Providing a dose of feedback
     Offering extended program of training to
    improve judgment.
     Eskalasi : Bertahan, “ngotot”
     Ada 2 Macam :
    1. The Unilateral Escalation Paradigm
    Bertahan pada satu keputusan yang keliru,
    karena masih yakin benar
    2. The Competitive Escalation Paradigm
    Bertahan pada satu keputusan yang keliru
    karena tidak mau kalah.
     Perceptual Biases
     Judgmental Biases
     External Management : “Safe Face”
     Competitive Irrationality
     Set limit on your involvement and
    commitment in advance.
     Avoid looking to other people to see what
    you should do.
     Actively determine why you are
    continuing.
     Remind your self of the cost involved
     Type of Problem or task
     Acceptance of Decision
     Characteristics of Individuals
     Climate of the Decision Making
     Amount of time available
     BRAINSTORMING / SYNECTICS
     NOMINAL GROUP TECHNIQUE
     DELPHI TECHNIQUE
     CONSENSUS MAPPING
     Multiple Knowledge & Skills
     Expedites Acceptance
     Generally Higher Quality Decision
     Increase Commitment
     More Time
     Ignore Individual Expertise
     Satisfices
     Encourages Riskier Decision
     Create Groupthink
     Stereotypes
     Pressure
     Self-Censorship
     Mindguards

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