– Intelligence gathering – Direction setting – Regeneration of ideas – Selection of a solution – Solution implementation
Managing Human Behavior in Public and NonProfit Organizations, Denhardt, 2012, SAGE
□ Captain John R. Paron, former U.S. Navy fighter pilot
Discussion: Do you agree with the statement above? If we properly identify a problem does this mean we don’t have to make a decision because the answer is clear? Is it ALWAYS clear?
Managing Human Behavior in Public and NonProfit Organizations, Denhardt, 2012, SAGE
Are Problems Unique?
□ Most problems are really manifestations of underlying problems that are known but not always obvious.
Decision Making Bottlenecks
□ Global vs Local □ Center vs Business Unit □ Function vs Cross-functional □ Inside vs Outside partners
Managing Human Behavior in Public and NonProfit Organizations, Denhardt, 2012, SAGE
□ Because public managers make their decisions in public view, there is more scrutiny, making decisions more difficult
□ Fishbowl Management
Managing Human Behavior in Public and NonProfit Organizations, Denhardt, 2012, SAGE
• Understand ethical decision making in context of public organizations
• List and define the different models of decision making
• Understand how to make recommendations on who should be involved in decision processes, along with the strengths and weaknesses of each
• List and understand how to use the different decision making techniques available
Managing Human Behavior in Public and NonProfit Organizations, Denhardt, 2012, SAGE
Decision Making Chapter 5
Managing Human Behavior in Public and Non-Profit Organizations
Denhardt
Chapter Objectives
• List the types of decisions made at different levels of organizations
Types of Decisions
• Programmed
– Repetitive and ine – Procedure or decision rule has been
established or may be easily specified
• Non-programmed
– Occur infrequently and are poorly structured – No apparent decision rule – May require engagement in difficult problem
solving
Managing Human Behavior in Public and NonProfit Organizations, Denhardt, 2012, SAGE
Decision Making and Problem Solving
□ If you properly identify the problem and respond as the situation demands, you are not making a decision. You are only making a decision when a paucity of data ensures you have a good chance of being wrong.
Decision Debacles
Organizational Decision Making
• Takes place when a person in authority identifies an important issue and carries out a process to make a choice that produces outcomes with consequences.