Decision making

G . R . TERRY has defined “ Decision-

making as the selection based on some
criteria of one behaviour alternative
from two or more alternatives.”

HAYNES & MASSIE has defined “

Decision-making is a course of action
which is consciously chosen for
achieving a desired result.”
DECISION - MAKINg PROCESS :

1 . Specific Objectives
2 . Perception of Problems
3 . Search For Alternatives
4 . Evaluation of Alternatives
5 . Choice of best Alternative
6 . Implementation
7 . Result
 Specific Identification of Alternatives
Search for Alternativ
Objectives

Evaluation of Alternati
Feedbac
k

Results Implementation Choice of Best Alternati

The explanation of the following points are as
follow :
1 . Specific Objectives :
The decision making process starts for achieving a
certain goal. In any analysis of decision making, it
requires to determine whether a decision needs to be
made. In other words setting of goal itself a result
of earlier decision. So it may not be considered as
1st step of decision making but it provides a base for
further decisions.
2 . Identification Of Problems :
It is the real beginning of decision making
process. A problem means question thrown forward for
solution. A problem can be identify much clearly, by
thorough diagnosis and analysis of the issues.
Diagnosis helps in understanding the problem in
relation to higher objectives of the organization.
Analysis provides the information like; nature and
impact of decision.
3 . Search For Alternatives :
A decision maker use his past experience,
practices followed by others, considered former
challenges and creative process for generating
alternatives. In generating of various alternatives,
the future benefits & limitations of that
alternatives must takes into consideration.
The successful action of the past may become
an alternative for the future.

4 . Evaluation of Alternatives :
After the identification of the various
alternative you have to evaluate how each
alternative contributes to the organizational
objectives in the light of its resources and
constraints, because every alternative have certain
positive and certain negative points.
5 . Choice of Alternative :
After evaluation of various alternatives, which
alternative most fit with the organisational objective.
Some time evaluation shows more than one alternative is
equally good. In that case they choose more than one
alternative because future is uncertain, therefore
decision maker is ready with the another alternative.

6 . Implementation :
The managerial priority is one of converting the
decision into something operationally effective. It
translate the abstract ideas into reality. Implementation
of a decision requires the communication, getting
acceptance & support of the subordinates for putting the
decision into action. The effectiveness of action is
important because through which organizational objective
can be achieved in proper way and in appropriate time.
7 . Results :
When the decision implemented, it brings
certain results and the results should correspond
with the objectives.
If there is any deviation between results and
objectives, then feedback from the results should be
analyzed for the factors responsible. The feedback
may also help in reviewing the decision.

Follow up is an ongoing process . The

successful manager is one who keeps a close look at
the objectives and results of the decision and
redesign the decision as per the changes in the
circumstances.