Question 2: What are the basic types of decision-making? Decision-making management mode According to the research and analysis of Bettin, a professor at Washington University, most leaders can divide their decision-making modes into five modes, but each leader has his own habits or preferences, some of which are suitable and some are not necessarily the application of appropriate decision-making modes, which is related to the timing and nature of decision-making. First, let's discuss these five decision-making modes. (1) L Decision mode L Decision mode is the leader's decision on this matter, which is based entirely on his own understanding and information, and makes decisions with his own experience and knowledge, and does not consult with relevant subordinates at all. Confident leaders, or leaders who think their subordinates are incompetent or unaccustomed to their participation in decision-making, all like to use this decision-making model. This L-shaped decision-making model does not involve employees at all, let alone discuss with employees to improve their ability. Most supervisors who are used to this decision-making mode tend to be dictatorial leaders and keep their distance from their employees at ordinary times. From the perspective of leadership, this is the worst decision-making model. But sometimes due to time constraints, leaders are forced to adopt this decision-making model. If the leader doesn't know much about this matter, then the L-mode is at risk of decision failure. (2) Li decision-making mode Li decision-making mode, when a leader is faced with a decision, he will selectively ask some questions to employees, but he will not let employees know what the purpose of the inquiry is, and then he will make a decision based on the information obtained. From the perspective of participatory management, Li's decision-making model has only 10% participation, mainly because leaders make decisions according to their own knowledge and information. If the quality and correctness of the decision are crucial, and the leader lacks sufficient understanding of this decision, then neither L nor Li is an ideal decision-making model. (3) LC decision-making mode LC decision-making mode is only discussed separately with a few subordinates, but because the leader will explain the difficulties and decision-making purposes, such participation is about 50%, which can be regarded as a relatively democratic and participatory leadership and can also play some roles in the training and cultivation of employees. Compared with L and Li, LC decision-making mode will take more time, but if more correct and appropriate decisions can be made, the ability of employees will grow and it is worthwhile to sacrifice a small part of efficiency! (4) LCT decision-making mode LCT mode, when a leader needs to make a decision, he will first convene a meeting of relevant supervisors, first explain the purpose and difficulty of the decision to the supervisor, and ask each supervisor to put forward his own views and decision-making suggestions. In the meeting, leaders only play the role of encouraging speeches and guiding discussions, so that different opinions can arouse better opinions. Finally, the leaders will synthesize everyone's opinions and add their own in-depth thinking before making a decision. LCT mode, although it takes a lot of time, but this decision-making mode is full of communication and full participation, which is very helpful to the formation of teamwork and has the best effect on the growth of employees' ability. This model, through brainstorming, can find a better solution, and because everyone participates in the discussion, the result of the decision is shared by everyone, and everyone is willing to fully support this decision, which plays a decisive role in the thorough implementation of the decision. LCT is the best decision model to deal with complex and nonstandard problems. (V) T decision-making mode T mode is a mode of full participation. The leader completely gives the decision-making power to the team and fully supports the team's final decision. T-mode may take more time and be inefficient, because all employees make the same decision, but this mode is the most acceptable, the most willing to fully support and the most effective. Of course, this decision-making model also has the risk of making mistakes, because the decision result is decided by the team. If your team's centripetal force and recognition of the company are insufficient, it is easy for employees to consider only their own position, regardless of the company's position and interests, especially when this decision involves the immediate interests of employees, it is easier to make biased decisions. T mode is the most democratic decision-making mode and the mode with the highest employee participation, but this mode, like L mode, is also an extreme mode, which makes it easy for some leaders who neglect their management responsibilities to let employees make decisions completely in the name of authorization. Features: flexible human resource allocation ... >>
Question 3: What is the basic content of decision-making? What are the key steps? The basic content of decision-making:
Decision-making should have clear goals. Decision-making is to solve a problem or achieve a goal. The problem to be solved in decision-making must be very clear, and the goal to be achieved must be very specific. Without a clear goal, decision-making will be blind.
There must be more than two choices in making a decision. Decision-making is essentially a process of choosing a course of action. People can compare and choose from them, and finally choose a satisfactory scheme.
The selected action plan must be put into practice. Decision-making is not only a cognitive process, but also a process of action.
Steps in the decision-making process:
1. Find out the problem. The first step to identify a problem is to analyze things and find out where the problem lies. The problem is the gap between the actual situation and the ideal situation. Expressing the problem with the gap between the actual situation and the ideal situation is helpful to overcome the stereotyped understanding of the problem. The process of problem identification requires managers to accurately and timely grasp the completion of the work, so as to obtain reliable data and information at any time when needed.
2. Determine the decision-making objectives. If the problem can be solved within the effective control of managers, it is necessary to determine to what extent it should be solved and what the expected result is, that is, to clarify the decision-making objectives.
3. Develop alternatives. When proposing alternatives, managers must keep in mind what they are trying to achieve and propose as many alternatives as possible.
4. Analyze and evaluate alternatives.
5. Choose a satisfactory scheme.
6. Select and implement the strategy.
7. Monitoring and feedback.
Among them, the key steps are to find problems, choose schemes and supervise feedback.
Question 4: What are the basic methods of decision-making? Deterministic decision is also called standard decision or structured decision. It refers to a kind of problem in which the outcome of the decision-making process is completely determined by the actions taken by the decision-makers. It can be solved by optimization, dynamic programming and other methods.
In order to be able to make a decision with exact knowledge. It has the following four conditions:
(1) There is a clear goal that decision makers want to achieve.
(2) There is only one definite natural state.
(3) There are two or more alternative action plans.
(4) The loss or gain value of different action plans in a certain state can be calculated.
Question 5: What are the basic steps of decision-making in management? What is the specific content? Reprint the following information for your reference.
Procedure and content of decision-making process
First, find the problem.
All decisions start with questions. The so-called problem is the gap between the due situation and the actual situation. On the basis of comprehensive investigation and study, decision makers should find the gap, confirm the problem and grasp the key to the problem. The problem here can be negative, such as solving a trouble or fault; It can also be positive, such as seizing a development opportunity. An accurate grasp of decision-making problems is helpful to improve the efficiency of decision-making work and ensure the quality of decision-making schemes.
Second, determine the goal.
Goals are the expected results and requirements to be achieved in decision-making. Decision-making objectives should be determined according to the nature of the problem to be solved, and efforts should be made to achieve: ① specific and quantitative objectives; (2) Consistency between objectives; ③ Prioritize and focus on the main objectives; (4) Clarify the constraints of decision-making objectives.
Third, make plans.
To draw up a scheme is to put forward two or more feasible schemes for comparison and selection. In the process of decision-making, we should try our best to design various schemes that may achieve the expected goals and avoid omitting those schemes that may become the best decisions. Of course, the proposal of alternatives should not only ensure sufficient quantity, but also pay attention to the quality of the scheme. We should brainstorm and come up with as many creative schemes as possible, so as to effectively ensure the quality of the final decision.
Fourth, choose the scheme.
In other words, it is necessary to analyze and evaluate many proposed alternatives and choose the most satisfactory one. This most satisfactory scheme is not necessarily the optimal scheme. As long as the expected goal can be achieved according to the requirements of decision-making standards, such a decision is reasonable and rational. Specifically, a reasonable decision must meet three conditions: first, the decision result meets the requirements of the predetermined goal; Second, the effect brought by the implementation of the decision-making scheme is greater than the cost, that is, there is a reasonable cost-effectiveness ratio or cost-benefit ratio; Third, properly handle the relationship between positive and negative effects, profitability and risk of decision-making programs.
There are three specific methods to choose the decision-making scheme: empirical judgment, mathematical analysis and experiment. Empirical judgment method relies on the experience of decision makers to make judgments and choices. Mathematical analysis is to use quantitative methods of decision theory to select schemes, such as expected value method or decision tree method. Test rule is a scheme selection method for some special decision-making problems, such as the adoption of new methods, the trial sale of new products and the trial use of new technologies, which can be regarded as verification before formal decision-making.
Verb (abbreviation for verb) implementation plan
The implementation of the plan is a crucial step in the decision-making process. After the scheme is selected, the specific measures and steps to implement the scheme can be formulated. Generally speaking, the following work should be done in the implementation process:
(1) Formulate corresponding concrete measures to ensure the correct implementation of the scheme;
(2) Ensure that all the contents of the decision-making plan are fully accepted and understood by all;
(3) decompose the decision-making objectives layer by layer by using the target management method and implement them to every executive unit and individual;
(4) Establish a reporting system for important work, so as to keep abreast of the progress of the plan and adjust actions in time.
[6] Inspection and handling
The implementation of large-scale decision-making schemes usually takes a long time. In the meantime, things may change. It is necessary to grasp the progress of decision-making implementation in time through regular inspection and evaluation, and feed back relevant information to decision-making bodies. According to the feedback information, decision-makers should track the implementation of decisions in time and take corrective measures for local deviations from the established goals to ensure the realization of the established goals; If the objective conditions have changed greatly and the original decision-making goal cannot be achieved, we should seek the problem again, determine new goals, re-formulate feasible decision-making plans, and make evaluation and selection.
Question 6: What is the basis of management decision? The basis of management decision-making is to realize strategic decision-making, effectively organize and coordinate the internal management of enterprises, and make the production, technology and economic activities of enterprises go on normally. Including the adjustment of labor organization, the deployment of important personnel, the use of funds, the selection of equipment, the formulation of production and operation plans at the end of the year, and the scientific methods of modern management. Management decision refers to the decision made by managers in an organization to ensure the realization of the overall strategic objectives of the organization and solve important local problems of the organization. Management decision-making aims to improve the management efficiency of enterprises, so as to achieve high coordination of production, technology and economic activities in all aspects of enterprises and rational allocation and utilization of resources, such as equipment renovation, appointment and removal of middle-level cadres, organizational adjustment and other decisions, also known as middle-level decision-making.
Question 7: What are the characteristics of decision-making? A goal is a sign of the degree to which an organization will complete its tasks in a specific period in the future.
Feasibility: We should not only consider the necessity of taking action, but also pay attention to the limitations of implementation conditions;
Selectivity: there is both the possibility and the basis of choice;
Satisfaction (satisfaction principle): replace "best" with "satisfaction";
Procedural: decision-making is the synthesis of a series of decisions; Every decision is a complete process;
Dynamic: Decision-making is a process and an adaptation.
Question 8: What are the basic steps of scientific decision-making procedure? The basic procedure of administrative decision-making includes five basic links: (1) investigation and study, and finding problems. (2) Scientific prediction and determination of goals. (3) Scientific design and scheme formulation. (4) Comprehensive evaluation and scheme selection. (5) Implement inspection, adjustment and improvement.
Question 9: What are the basic characteristics of decision-making? 1. According to the role of decision.
(1) strategic decision
(2) Management decision-making
(3) Business decision-making
2. According to the nature of the decision.
(1) programmed decision-making
(2) Non-programmed decision-making
3. According to the conditions of decision-making problems.
(1) deterministic decision
(2) Risk-based decision-making
(3) decision-making under uncertain conditions