Decision Making in Action: Variants and Styles

Dr Mujib Ul Hassan Siddiqui Zaffar Ahmad Nadaf

Assistant Professor Research Scholar
Department of Education Department of Education
Aligarh Muslim University Aligarh. Aligarh Muslim University Aligarh.
Abstract
Decision-making  is an intellectual process which assists in the selection of a course of action
among several possible alternatives. The decision-making process regarded as a continuous
process integrated in the interaction with the environment. Decision-making is the study of
identifying and choosing alternatives based on the values and preferences of the decision maker.
The paper is qualitative in nature and the researcher has made an extensive study of books and
journals. In this paper importance, steps, styles and various variants of decision making have
been discussed in an analytical manner.

Decision Making
People put great trust in their intuition. The past 50 years of decision-making research challenges that
trust in a broad range of settings. (Milkman, K.L., Chugh, D., and Bazerman, M.H., 2009.) We all make
decisions. Sometimes we make them unconsciously, without much thought, and sometimes we spend a
lot of time analyzing. Literally speaking Decisions are very hard and challenging. Decisions help to bridge
the gaps between idea and reality, decisions serve as markers to identify the progression of the design
from initiation to implementation to termination’’ (Marston and Mistree 1997, p. 1). On numerous
occasions, people among us to choose the easy way out. At times we ensure what is expected of us by
our parents, children, friends, colleagues at work, and supervisors. Rarely we become habitual and let
the habit dictate a choice, even though some other option might be better . At times we authorize
some other individual to make the decision. The worst thing is when a decision is forced on you
or made for you. Decision is an opportunity to contemplate severely about what is essential to us,
what will be its drawbacks, and what superior possibilities we might be able to come up with.
People make decisions in every aspect of life Decision making is a process of choosing the
excellent between the different alternatives. It is an act of making a choice among so many
alternatives found in the organization and departments.) Decision making is defined as the
selection of choice of one best alternative. Before making decisions all alternatives should be
evaluated so far as its advantages and disadvantages are concerned. It helps to make the best
decisions. It is also one of the important functions of management. Without other management
functions such as planning, Organizing, directing, controlling, staffing can’t be conducted
because in this managerial function decision is very important. According to Stephen P. Robbins,
“decision making is defined as the selection of a preferred course of action from two or more
alternatives.”

Importance of Decision Making

Decision always requires ‘‘a commitment to a course of action that is intended to yield results
that are satisfying for specified individuals’’ (Yates 2003, p. 24
1. Implementation of managerial function: Without decision making different managerial
function such as planning, organizing, directing, controlling, staffing can’t be conducted. In other
words, when an employee does, s/he does the work through decision making function. Therefore,
we can say that decision is important element to implement the managerial function.
 
2. Pervasiveness of decision making:  the decision is made in all managerial activities and in all
functions of the organization. It must be taken by all staff. Without decision making any kinds of
function is not possible. So it is pervasive.
 
3. Evaluation of managerial performance: Decisions can evaluate managerial performance.
When decision is correct it is understood that the manager is qualified, able and efficient. When
the decision is wrong, it is understood that the manager is disqualified. So decision making
evaluate the managerial performance.
 
4. Helpful in planning and policies:  Any policy or plan is established through decision
making. Without decision making, no plans and policies are performed. In the process of making
plans, appropriate decisions must be made from so many alternatives. Therefore decision making
is an important process which is helpful in planning.
 
5. Selecting the best alternatives:  Decision making is the process of selecting the best
alternatives. It is necessary in every organization because there are many alternatives. So
decision makers evaluate various advantages and disadvantages of every alternative and select
the best alternative.
 
6. Successful; operation of business: Every individual, departments and organization make the
decisions. In this competitive world; organization can exist when the correct and appropriate
decisions are made. Therefore correct decisions help in successful operation of business.

Types of Decision Making

1. Programmed and non-programmed decisions: Programmed decisions are those which are
normally repetitive in nature and are taken as a routine job and responsibilities. These types of
decisions are made by middle level management in accordance with some policies, rules and
procedures. They have short term impact. For example: – granting a leave to an employee,
purchasing office materials etc. non programmed decisions are non-repetitively taken by top
executives. They need to collect data and analyze then and forecast the strategic plans
2. Major and minor decisions:  among different decisions some decisions are considerably
more important than others and are prioritized. They are called major decisions. For example,
replacement of man by machine, diversification of product etc. contrary to that, some of the
remaining decisions are considerably less important than others and are not so prioritized. They
are minor decisions. For example, store of raw materials etc.

3. Routine and strategic decisions: Routine decisions are those decisions which are considered
as tactical decisions. They are taken frequently to achieve high degree of efficiency in the
organizational activities. For example, parking facilities, lighting and canteen etc. strategic
decisions are those which are related to lowering the prices of products, changing the product
etc. they take more fund and degree of partials.
4. Organizational and personal decision: Organizational decision is taken by top executives.
For official purpose. They affect the organizational activities directly. Authority is also
delegated. Personal decisions are concerned to an employee. The executives whenever takes the
decisions personally that is known as personal decisions

5. Individual and group decisions: When a single employee is involved in decision making it is

called individual decision. They are taken by sole proprietor when the problem is of routine
nature. On the other hand when the decision is of group taken in a large organization where
important and strategic decisions are taken then it is a group decision.

6. Policy and operating decisions: Policy decisions are taken by top level management to
change the rules, procedures, organizational structure and they have a long tern effect.
Operational decisions are taken by low level management which have short term effect and
which affect the day to day operation of the organization.

Steps in Decision Making

1. Identification of problems:  the first step of decision making is identification of problems.
First of all, managers must identify the problem. The problem has to be found and defined.
Symptoms are identified and problems should be judged, symptoms are not problems. They are
warning signs of problems. So, managers should search for symptoms for identification of
problems. Such symptoms can be falling of sales, profit etc. It is said that problem identified is
half solved is identification of problem should be effective.
2. Analysis of problem:  after identification of problems, the problem should be analyzed by the
decision maker. It is the assembly of fact and clarifying it. Relevant information must be
collected and analyzed according to the complexity and nature of problems.

3. Developing the alternative solution:  after identification and analysis of problems different

probable solutions have to be developed which is known as developing the alternative solutions.
There may be many alternative past experience, expert opinion, discussions etc which may be
helpful to develop the alternative.

4. Evaluation of best alternative:  after developing the alternative solution evaluation of best

alternative is done. It is determined that which alternative has how much advantage and
disadvantages. In other words, alternatives are evaluated in so many factors like cost factors,
risk, benefits, facilities etc. therefore it is very important.

5. Selection of best alternative:  after evaluating alternative, the best alternative is to be selected

from various alternative. After developing alternative, the managers should taste each of them by
imagining things that he has already put in effect. He should try to foresee the desirable
consequences of adopting each alternative. It is done for best selection. Therefore it is very
important.

6. Implementation of best alternative:  after selection of finest alternative, it must be used in

the organization effectively. Effectiveness of decisions in achieving the desired goals depends
upon its implementation. It they are not implemented effectively then best results can’t be
obtained. Therefore proper implementation of best alternative is necessary.
7. Review of implementation:  it is the last step of decision making process. When the
implementation of best alternative is reviewed, the process of decision making is finished. The
result of implementation should be monitored and evaluated through which effectiveness can be
measured. 

Decision Making Styles

Democratic decision making is when the leader gives up ownership and control of a decision
and allows the group to vote. Majority vote will decide the action. Advantages include a fairly
fast decision, and a certain amount of group participation. The disadvantage of this style includes
no responsibility. An individual is not responsible for the outcome. In fact, even the group feels
no real responsibility because some members will say, "I didn't vote for that.” Lack of group and
personal responsibility seems to disqualify this style of decision making; however, the
democratic style does have its place in business.

Autocratic decision making is when the leader maintains total control and ownership of the
decision. The leader is also completely responsible for the good or bad outcome as a result of the
decision. The leader does not ask for any suggestions or ideas from outside sources and decides
from his or her own internal information and perception of the situation. Advantages include a
very fast decision, and personal responsibility by the leader, for the outcome. If an emergency
situation exists, the autocratic style is usually the best choice. The disadvantages are varied and
sometimes include less than desired effort from the people that must carry out the decision. If the
employee is personally affected by the decision but not included when the decision is made,
morale and effort may or may not suffer. It is not always predictable. If the outcome for the
decision is not positive, members of the organization begin to feel they could have done a better
job themselves and the leader may lose credibility.

Collective/Participative decision making is when the leader involves the members of the

organization. Other perspectives of the situation are discovered because the leader deliberately
asks and encourages others to participate by giving their ideas, perceptions, knowledge, and
information concerning the decision. The leader maintains total control of the decision because,
although outside information is considered, the leader alone decides. The leader is also
completely responsible for the good or bad outcome as a result of the decision. The advantages
include some group participation and involvement. This is especially valuable when a person is
affected negatively by the decision. In most cases, the individual is informed before the decision
is implemented (no surprises) and usually feels good about personal involvement. If the leader is
a good communicator, and listens carefully to the information collected, he or she will usually
have a more accurate understanding of the situation and make a better decision. The
disadvantages of this style include a fairly slow, time consuming decision; less security, because
so many people are involved in the decision.

Consensus decision making is when the leader gives up total control of the decision. The
complete group is totally involved in the decision. The leader is not individually responsible for
the outcome. The complete organization or group is now responsible for the outcome. This is not
a democratic style because everyone must agree and "buy in" on the decision. If total
commitment and agreement by everyone is not obtained the decision becomes democratic. The
advantages include group commitment and responsibility for the outcome. Teamwork and good
security is also created because everyone has a stake in the success of the decision. A more
accurate decision is usually made, with a higher probability of success, because so many ideas,
perspectives, skills and "brains" were involved in the creation. The disadvantages include a very
slow and extremely time consuming decision. It is also a lot of work getting everyone in the
organization involved. It takes skill and practice for a group to learn how to work together.
Conclusion:
Decision is an opportunity to contemplate severely about what is essential to us, what will be its
drawbacks, and what superior possibilities we might be able to come up with. To conclude we
may say that decision making is one of the fundamental activities of management and in order to
put anything in practice decision making does play an important role.

References:
J. Nightingale (2007) Think Smart: Act Smart: Avoiding The Business Mistakes That Even
Intelligent People Make. Wiley Publications

Jonassen, D. H. (2012) Designing for Decision Making

Jonathan Baron (2007) Thinking and deciding-Cambridge University Press.

John S. Hammond, Ralph L. Keeney, and Howard Raiffa (1998) Smart Choices: A Practical
Guide to Making Better Decisions.

Johnnie Johnson., Alistair Bruce (2008) Decisions risk and reward. Routledge.

Hammond, John S., Ralph L. Keeney, and Howard Raiffa (2002). Smart Choices: A Practical
Guide to Making Better Life Decisions. New York: Crown Business.

Heath, Chip and Dan Heath (2013). Decisive: How to Make Better Choices in Life and Work.
New York: Crown Business.

R Nozick (1991)-Decision Making: Decisions Of Principle, Principles Of Decisions-Princeton

univ press.

Peter F. Drucker (2006) The Effective Executive-Harper Paperbacks.

Gill Eapen (2009) Decision Options: The Art and Science of Making Decisions-Chapman and
Hall.

Milkman, K.L., Chugh, D., and Bazerman, M.H., (2009.) How Decisions can be Improved.

Marston, M., & Mistree, F. (1997, October). A decision based foundation for systems design: A
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