Every business and government are making decisions on a daily basis. These decisions are affecting customers, employees, environment and all society. So, to make appropriate decisions they commonly use some framework. Now I want to show you six steps in decision-making which are fundamental for that frameworks.
Step 1: Define the Problem
What is the problem the manager faces? Who is the decision, maker? What is the decision setting or context, and how does it influence managerial objectives or options?
Decisions do not occur in a vacuum. Many come about as part of the firm’s planning process. Others are prompted by new opportunities or new problems. It is natural to ask, what brought about the need for the decision? What is the decision all about? In each of the examples given earlier, the decision problem is stated and is reasonably well defined. In practice, however, managerial decisions do not come so neatly packaged; rather, they are messy and poorly defined. Thus, problem definition is a prerequisite for problem management.
Step 2: Determine the Objective
What is the decision maker’s goal? How should the decision maker value outcomes with respect to this goal? What if he or she is pursuing multiple, conflicting objectives? When it comes to economic decisions, it is a truism that “you can’t always get what you want.”2 But to make any progress at all in your choice, you have to know what you want. In most private-sector decisions, profit is the principal objective of the firm and the usual barometer of its performance. Thus, among alternative courses of action, the manager will select the one that will maximize the profit of the firm. Attainment of maximum profit worldwide is the natural objective of the multinational carmaker, the drug company, and the management and shareholders of Barnes & Noble, Borders Group, BP,
NBC, and CBS. The objective in a public-sector decision, whether it be building a bridge
or regulating a utility, is broader than the private-sector profit standard. The government decision maker should weigh all benefits and costs, not solely revenues and expenses.
Step 3: Explore the Alternatives