CHAPTER SUMMARY – CHAPTER 6
The Decision-Making Process
 Define decision and decision-making process.
 Describe the eight steps in the decision-making process.
A decision is a choice. The decision-making process consists of eight steps that begin
with (1) and (2) identifying a problem and decision criteria and (3) allocating weights to
those criteria; move to (4) developing, (5) analyzing, and (6) selecting an alternative that
can resolve the problem; (7) implementing the alternative; and concludes with (8)
evaluating the decision’s effectiveness. (See Exhibit 6-1.)
The Manager as Decision Maker
 Discuss the assumptions of rational decision making.
 Describe the concepts of bounded rationality, satisficing, and escalation of
commitment.
 Explain intuitive decision making.
 Contrast programmed and nonprogrammed decisions.
 Contrast the three decision-making conditions.
 Explain maximax, maximin, and minimax decision choice approaches.
 Describe the four decision-making styles.
 Discuss the twelve decision-making biases managers may exhibit.
 Describe how managers can deal with the negative effects of decision errors and
biases.
 Explain the managerial decision-making model.
The assumptions of rationality (see Exhibit 6-6) are as follows: the problem is clear
and unambiguous; a single, well-defined goal is to be achieved; all alternatives and
consequences are known; preferences are clear, constant, and stable; no time or cost
constraints exist; and the final choice will maximize the payoff.
Bounded rationality says that managers make rational decisions but are bounded
(limited) by their ability to process information. Satisficing is when decision makers
accept solutions that are good enough. Escalation of commitment is when managers
increase commitment to a decision even when they have evidence it may have been a
wrong decision.
Intuitive decision making is making decisions on the basis of experience, feelings,
and accumulated judgment. (See Exhibit 6-7.)
Programmed decisions are repetitive decisions that can be handled by a routine
approach and are used when the problem being resolved is straightforward, familiar, and
easily defined (structured). Nonprogrammed decisions are unique decisions that require a
custom-made solution and are used when the problems are new or unusual and for which
information is ambiguous or incomplete. (See Exhibit 6-8.)
Certainty is a situation when a manager can make accurate decisions because all
outcomes are known. Risk is a situation when a manager can estimate the likelihood of
certain outcomes. Uncertainty is a situation where a manager is not certain about the
outcomes and can’t even make reasonable probability estimates.
When decision makers face uncertainty, their psychological orientation will
determine whether they follow a maximax choice (maximizing the maximum possible
payoff); a maximin choice (maximizing the minimum possible payoff); or a minimax
choice (minimizing the maximum regret—amount of money that could have been made if
a different decision had been made).
There are four decision-making styles. The directive style has a low tolerance for
ambiguity and a rational way of thinking. The analytic style has a high tolerance for
ambiguity and a rational way of thinking. The conceptual style has a high tolerance for
ambiguity and an intuitive way of thinking. The behavioral style has a low tolerance for
ambiguity and an intuitive way of thinking. (See Exhibit 6-12.)
The 12 common decision-making errors and biases including: overconfidence,
immediate gratification, anchoring, selective perception, confirmation, framing,
availability, representation, randomness, sunk costs, self-serving bias, and hindsight. (See
Exhibit 6-13.) Managers can avoid the negative effects of such errors and biases by being
aware of them and then not doing them. They should also pay attention to how they do
make decisions and the heuristics (rules of thumb) they actually use. Finally, managers
might want to ask those around them to help identify weaknesses in their decisionmaking style and try to improve on them.
The managerial decision making model (see Exhibit 6-14) helps explain how the
decision-making process is used to choose the best alternative(s) either through
maximizing or satisficing and then implement and evaluate the alternative. It also helps
explain what factors affect the decision-making process including the decision-making
approach (rationality, bounded rationality, intuition); the types of problems and decisions
(well-structured and programmed or unstructured and nonprogrammed); the decisionmaking conditions (certainty, risk, uncertainty); and the decision maker’s style (directive,
analytic, conceptual, behavioral).
Decision Making for Today’s World
 Explain how managers can make effective decisions in today’s world.
 List the six characteristics of an effective decision-making process.
 Describe the five habits of highly reliable organizations.
Managers can make effective decisions by understanding cultural differences in
decision making; knowing when it’s time to call it quits; and by using an effective
decision-making process.
The six characteristics of an effective decision-making process include (1) it focuses
on what’s important; (2) it’s logical and consistent; (3) it acknowledges both subjective
and objective thinking and blends both analytical and intuitive approaches; (4) it requires
only “enough” information as is necessary to resolve a problem; (5) it encourages and
guides gathering relevant information and informed opinions; and (6) it’s straightforward,
reliable, easy to use, and flexible.
The five habits of highly reliable organizations are (1) not being tricked by their
successes; (2) deferring to experts on the front line; (3) letting unexpected circumstances
provide the solution; (4) embracing complexity and; (5) anticipating, but also anticipating
limits.