Nama : Nuri Eka Wahyumiati
Kelas : 1EA17
NPM : 15212498
Softskill Bahasa Inggris 2
BAB 3
There are
two views in the achievement of the organization's process of reaching a
decision (Brinckloe, 1977), namely:
1. Optimization. Here, an executive who tried to
make the full confidence of alternatives, taking into account the costs and
benefits of each alternative against organizational goals. After that estimates
the likelihood of a variety of events in the future, consider the impact of the
events of the alternatives that have been formulated and then arrange the
sequence is systematically in accordance with the priorities and then made the
decision. Decisions made are considered optimal because it at least has
considered all factors relating to the decision.
2. Satisficing. An executive take quite a settlement stemming satisfying
than pursuing the best settlement. Satisficing models developed by Simon
(Simon, 1982; roach, 1979) due to the recognition of the limited rationality
(bounded rationality). Limited rationality are the boundaries of thought that
forcing people to limit their views on issues and situations. Thought it was
limited because the human mind does not megolakan and has the ability to
separate the pile of information.
According to
Frank Harison (Hitt, 1970), the factors that led to the emergence of
rationality is limited, among others, information that comes from outside is
often very competitive or the information is not perfect, the constraints of
time and cost, as well as the limitations of a rational decision-making to
understand and comprehend the problem and information, especially information
and technology.
Step-by-step
decision-making
1. In recognition
of the requirements of decisions
The manager's decision to face the requirements in the form
of problems and opportunities. A problem occurs when the organizational
achievement of less than the target set.
Awareness of the problem / opportunity is the first step in
making decisions and requires observation of internal and external environment
for issues that require the attention of the executive.
2. Diagnosis and
cause analysis
When the problems and opportunities have attracted the
attention of managers, understanding the situation should be clarified.
Diagnosis is one step in the decision process.
3. Development alternatif
At the time of the problem or opportunity has to be
identified and analyzed, decision makers start to consider the necessary
action. The next step is to generate alternative solutions that may be able to
respond to the needs of the situation and correct the underlying causes.
4. Selection of the
expected alternative
When several alternatives have been developed, have been one
of them. The decision is a choice selection of the most promising of several
alternative actions. The best alternative to provide the best solution
according to the overall goals and values of the organization and can achieve
the desired results with minimum resource usage.
5. Implementation
of the selected alternative
Included in the
implementation phase is the use of managerial skills, administrative, and
persuasive to convince the selected alternative can be done.
Decision-making
style (style of decision making)
1. Directive style
Used by people who like clear and simple solution to the
problem.
2. Analytical
management style
Rather like considering complex solutions as much as possible
based on the data they collect.
3. People who tend
to have a conceptual style
Also like to consider a large amount of information. However,
they have more social orientation than those who have the analytical style and
likes to talk with others about the problem and possible alternatives for
solving the problem.
4. Behavioral style
Often applied by the manager who has a strong interest in
other people as individuals.
Vocabulary:
Reaching = menjangkau
Confidence = keyakinan
Against =
terhadap
accordance =
sesuai
estimates = perkiraan
constraints = kendala
comprehend = memahami
opportunities = peluang
clarified = diklarifikasi
analyzed = dianalisi
underlying = mendasari
provide = menyediakan
overall = keseluruhan
Included = termasuk
Possible =
kemungkinan
Conceptual =
konseptual
Amount =
jumlah
Behavioral = perilaku
Referensi:
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