Decision Making
LEADERSHIP IN SPORTS COURSE
UMAIR ASIF
Revision
https://www.youtube.com/watch?v=KRsix3bi0jU
Decision making is the process of making choices by
identifying a decision, gathering information, and assessing
alternative resolutions. Using a step-by-step decision-
making process can help you make more deliberate,
thoughtful decisions by organizing relevant information and
defining alternatives
Decision Making
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Contents
Introduction of Decision making in sports
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https://www.youtube.com/watch?v=yUlfy-7QGw8
Types of Managerial decisions
Models of decision Making
Decision making
Business
includes decisions that are made that determine business or
organization outcomes.
Personal
has the decisions that determine who we are as individuals and the
outcomes we create for ourselves and others with which we have
relationships. This category includes what is sometimes referred to as
life decisions.
Consumer
consists of choices that determine our effectiveness in purchase
decisions that occur in either a personal or business context. In this
case, the consumer (entity) can be an individual or a person within a
business.
Equity financing is the process of raising capital through the
sale of shares. Companies raise money because they might have
a short-term need to pay bills or they might have a long-term
goal and require funds to invest in their growth.2
Introduction of Decision making in
sports
Decision making is the process of making choices by identifying a decision,
gathering information, and assessing alternative resolutions. Using a step-by-
step decision-making process can help you make more deliberate,
thoughtful decisions by organizing relevant information and defining alternatives
People often say that they find it hard to make decisions.
Unfortunately we all have to make decisions all the time, ranging from trivial
issues like what to have for lunch, right up to life-changing decisions like where
and what to study, and who to marry.
Some people put off making decisions by endlessly searching for more information
or getting other people to offer their recommendations.
What is Decision Making?
In its simplest sense, decision-making is the act of choosing between two or more
courses of action.
In the wider process of problem-solving, decision-making involves choosing between possible
solutions to a problem. Decisions can be made through either
an intuitive or reasoned process, or a combination of the two.
Perception
Although people talk about it as if it was a magical ‘sense’, intuition is actually a combination of
past experience and your personal values. It is worth taking your intuition into account, because
it reflects your learning about life. It is, however, not always based on reality, only your
perceptions, many of which may have started in childhood and may not be very mature as a
result.
It is therefore worth examining your gut feeling closely, especially if you have a very strong
feeling against a particular course of action, to see if you can work out why, and whether the
feeling is justified.
Reasoning
Reasoning is using the facts and figures in front of you to make
decisions.
Reasoning has its roots in the here-and-now, and in facts. It can, however,
ignore emotional aspects to the decision, and in particular, issues from the past
that may affect the way that the decision is implemented.
Intuition is a perfectly acceptable means of making a decision,
although it is generally more appropriate when the decision is of a
simple nature or needs to be made quickly.
More complicated decisions tend to require a more formal, structured approach,
usually involving both intuition and reasoning. It is important to be wary of
impulsive reactions to a situation.
Effective Decision-Making
Decisions need to be capable of being implemented, whether on
a personal or organisational level. You do, therefore, need to be
committed to the decision personally, and be able to persuade
others of its merits.
An effective decision-making process, therefore, needs to
ensure that you are able to do so.
What Can Prevent Effective
Decision-Making?
1. Not Enough Information
Too Much Information
Too Many People
Vested Interests
Emotional Attachments
No Emotional Attachment
Vested Interests
Decision-making processes often founder under the weight of vested interests. These vested
interests are often not overtly expressed, but may be a crucial blockage. Because they are not
overtly expressed, it is hard to identify them clearly, and therefore address them, but it can
sometimes be possible to do so by exploring them with someone outside the process, but in a
similar position.
It can also help to explore the rational/intuitive aspects with all stakeholders, usually with an
external facilitator to support the process.
5. Emotional Attachments
People are often very attached to the status quo. Decisions tend to involve the prospect of
change, which many people find difficult.
For more about overcoming this, see our pages on Change Management, but also remember
that ‘deciding not to decide’ is also a decision.
6. No Emotional Attachment
Sometimes it’s difficult to make a decision because you just don’t care one way or the other. In
this case, a structured decision-making process can often help by identifying some very real
pros and cons of particular actions, that perhaps you hadn’t thought about before.
https://www.youtube.com/watch?
v=Gdk8RX3eKSk
Types of Managerial decisions
Managerial Decision: Type # 1. Programmed Decisions:
Programmed decisions are those that deal with simple, common,
frequently occurring problems that have well-established and
understood solutions. These decisions are made in routine,
repetitive, well-structured situations, using predetermined
decision rules that may be based on habit, established policies
and procedures, or computational techniques.
For instance, if a manager of a distribution center knows from
experience that he needs to keep a thirty-day supply of a
particular item on hand, he can establish a system whereby the
appropriate quantity is automatically reordered whenever the
inventory drops below the thirty-day requirement.
As Figure 13.2 indicates, most programmed decisions are made by
lower-level managers. This is because problems at the lower level of
the organization are often routine and well-structured, and require
less decision-making and discretion on the part of the manager.
Programmed decisions can be made in less time, and are consistent
and inexpensive in nature. For example, the presence of policies,
procedures, and rules in organizations eliminates the need to identify
and evaluate alternatives, and select a new alternative, each time a
decision is to be made.
It would be rather time-consuming and expensive if a manager had
to decide how to handle customer complaints on an individual basis.
But, if the organization has a policy that states “Exchanges will be
permitted on all purchases within 15 days” it simplifies matters
considerably.
https://www.youtube.com/watch?v
=7fkoV8H6PWQ
Models of decision Making
The decision-making process though a logical one is a difficult
task. All decisions can be categorized into the following three
basic models.
(1) The Rational/Classical Model.
(2) The Administrative or Bounded Rationality Model.
(3) The Retrospective Decision-Making Model.
All models are beneficial for understanding the nature of
decision-making processes in enterprises or organisations. All
models are based on certain assumptions on which the decisions
are taken.
1. The Rational/Classical Model:
The rational model is the first attempt to know the decision-making-process. It is considered
by some as the classical approach to understand the decision-making process. The classical
model gave various steps in decision-making process which have been discussed earlier.
Features of Classical Model:
1. Problems are clear.
2. Objectives are clear.
3. People agree on criteria and weights.
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4. All alternatives are known.
5. All consequences can be anticipated.
6. Decision makes are rational.
i. They are not biased in recognizing problems.
ii. They are capable of processing ail relevant information
iii. They anticipate present and future consequences of decisions.
iv. They search for all alternatives that maximizes the desired results.
2. Bounded Rationality Model or Administrative Man Model:
Decision-making involve the achievement of a goal. Rationality demands that the decision-
maker should properly understand the alternative courses of action for reaching the goals.
Social Media has the power to
change the world
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