Manajemen Umum
Nim
: 12.41010.0079
Nama
: Adi Nurdiansah
Prodi
: S1 Sistem Informasi
Tugas
: Resume Pertemuan 4 Manajemen Umum
Proses Perencanaan (Lanjutan)
Masalah dapat diketahui dari :

Pengalaman masa lalu

Ketidaksesuaian dengan rencana

Dari orang lain

Prestasi pesaing
Decision Making

Decision
Making a choice from two or more alternatives.

Decision making process
A set of eight steps that includes identifying a problem, selecting a solution, and
evaluating the effectiveness of the solution.

Problem
A discrepancy between an existing and a desired state of affairs.

Decision Criteria
Factors that are relevant in a decision.
Decision Making Process

Step 1 : Identifying a Problem

Step 2 : Identifying Decision Criteria

Step 3 : Allocating Weights to the Criteria

Step 4 : Developing Alternatives

Step 5 : Analyzing Alternatives

Step 6 : Selecting an Alternative

Step 7 : Implementing the Alternative

Step 8 : Evaluating Decision Effectiveness
Step 1 : Identifying a Problem

Problem
Perbedaan antara dan yang sudah ada. Untuk mengidentifikasi masalah, manajer harus
mengenali dan memahami masalah tersebut.

Characteristics of problems:
1. Suatu masalah menjadi masalah ketika seorang manajer menjadi sadar akan hal
itu.
2. Ada tekanan untuk memecahkan masalah.
3. Manajer harus memiliki kewenangan, informasi, maupun sumber daya yang
dibutuhkan untuk memecahkan masalah.
Step 2: Identifying Decision Criteria

Biaya yang akan dikeluarkan (investasi yang dibutuhkan).

Adanya risiko (kemungkinan kegagalan).
Step 3: Allocating Weights to the Criteria

Kriteria keputusan itu tidak sama pentingnya:
1. Menetapkan bobot untuk setiap item.
2. Menempatkan item dalam urutan prioritas yang benar pentingnya.
Step 4: Developing Alternatives

Identifying viable alternatives
 Alternatives are listed (without evaluation) that can resolve the problem.
Step 5: Analyzing Alternatives

Appraising each alternative’s strengths and weaknesses.
 Each of the alternatives must now be critically analyzed by evaluating it
against the criteria established in Steps 2 and 3.
Step 6: Selecting an Alternative

Choosing the best alternative
 The alternative with the highest total weight is chosen.
Step 7: Implementing the Alternative

The selected alternative must be implemented by effectively communicating the
decision to the individuals who will be affected by it and winning their commitment
to the decision.
Step 8: Evaluating Decision Effectiveness

This last step in the decision-making process assesses the result of the decision to
determine whether or not the problem has been resolved.
Types of Problems and Decisions

Structured Problems
 Involve goals that clear.
 Are familiar (have occurred before).
 Are easily and completely defined—information about the problem is
available and complete.

Programmed Decision
 A repetitive decision that can be handled by a routine approach.

Unstructured Problems
 Problems that are new or unusual and for which information is ambiguous or
incomplete.
 Problems that will require custom-made solutions.

Nonprogrammed Decisions
 Decisions that are unique and nonrecurring.
 Decisions that generate unique responses.
Types of Programmed Decisions

Policy
 A general guideline for making a decision about a structured problem.
(ex. Accept all customerreturned merchandise.)

Procedure
 A series of interrelated steps that a manager can use to respond (applying a
policy) to a structured problem.(ex. Follow all steps for completing
merchandise return documentation)

Rule
 An explicit statement that limits what a manager or employee can or cannot
do.(ex. Managers must approve all refunds over $50.00)
Decision-Making Conditions

Certainty
 A situation in which a manager can make an accurate decision because the
outcome of every alternative choice is known (inf. Akurat, dapat diukur,
dapat diandalkan)

Risk
 A situation in which the manager is able to estimate the likelihood
(probability) of outcomes that result from the choice of particular
alternatives.

Uncertainty
 Limited information prevents estimation of outcome probabilities for
alternatives associated with the problem and may force managers to rely on
intuition, hunches, and “gut feelings”. (inf. Kurang lengkap, kondisi eksternal)
Characteristics of an Effective Decision-Making Process

It focuses on what is important.

It is logical and consistent.

It acknowledges both subjective and objective thinking and blends analytical with
intuitive thinking.

It requires only as much information and analysis as is necessary to resolve a
particular dilemma.

It encourages and guides the gathering of relevant information and informed
opinion.

It is straightforward, reliable, easy to use, and flexible.
Pengambilan Keputusan yg Efektif
1. Memahami perbedaan budaya.
3. Gunakan proses pengambilan
2. Tahu kapan saatnya untuk berhenti.
4. Keputusan yang efektif.