Dra. Trias Setiawati, M.

Si
 Understanding Decision Making
• Decision
– Decision, A choice made between available
alternatives
– Decision making, The process of developing and
analyzing alternatives and choosing from among
them
– Problem, A discrepancy between a desirable and
an actual situation
• Decions and the Management Process
• Programmed and Nonprogrammed Decisions
• The “Rational” Decision-Making Process

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 Decisions & the Management Process
Management Typical Decisions
Function
Planning What are the organization’s long-term objectives?
What strategies will best achieve these objectives?
What should the organization’s short-term objectives be?
How difficult should individual goals be?
Organizing How many subordinates should report directly to me?
How much centralization should there be in the organization?
How should jobs be designed?
When should the organization implement a different structure?
Leading How do I handle employees who appear to be low in motivation?
What is the most effective leadership style in a given situation?
How will a specific change affect worker productivity?
When is the right time to stimulate conflict?
Controlling What activities in the organization need to be controlled?
How should these activities be controlled?
When is a performance deviation significant?
What type of management information system should the organization
have?
Source: Stephen P. Robbins and Mary Coulter,Management,5th ed. (Upper Saddle River,NJ,prentice Hall,1996),p.193.

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 Programmed & Non programmed Decisions

• Programmed Decision,
A decision that is repetitive and routine and
can be made by using a definite, systematic
procedure
• Nonprogrammed Decisions,
A decision that is unique and novel

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 Comparing Programmed and
Nonprogrammed Decisions
Programmed Non Programmed
Type of Decision Programmable, routine, Nonprogrammable,
generic, computational unique, innovative
Nature of Decision Procedural, predictable, Novel, unstructured,
well-defined information, incomplete channels of
and decision criteria information, unknown
criteria
Decision-Making Reliance on rules and Reliance on principles,
Strategy computation judgment, creative
problem-solving process
Decision-Making Management science, Judgment, intuition,
Technique capital budgeting, creativity
computerized solutions,
rules

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 The “Rational” Decision-Making Process
• Specifically, The rational manager (the manager who
approached decision-making rationally)
1. Had complete or “perfect” information about the
situation
2. Could perfectly define the problem and not get
confused by symptoms or other obstacle
3. Could identify all criteria and accurately weight all the
criteria according to his or her preferences
4. Knew all possible alternatives and could accurately
assess each against each criterion
5. Could accurately calculate and choose the alternative
with the highest perceived value

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 The Rational Decision-Making Process

Identification Identification Allocation Development

of a problem decision criteria of weights of alternatives
to criteria

Evaluation Implementation Selection Analysis

of the of the of an of
effectiveness alternative alternative alternatives

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 How Managers Make Decisions
• Individual Differences
• Decision-Making Shortcuts
• How the Problem is Farmed
• Anchoring
• Psychological Set
• Organizational Barriers
• Decision Making: How It Should Be Versus
How It Is

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 How To Make Better Decisions
• Be Creative
– Check Your Assumption
– Think Through the Process
• Increase Your Knowledge
• Use Your Intuition
• Don’t Overstress the Finality of Your
Decision
• Make Sure the Timing Is Right
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 Using Groups To Make Better Decisions
• Pros and Cons of Group Decision Making
• Groupthink
• Improving Group Decision Making
– Brainstorming
– Devil’s-Advocate Approach
– The Delphi Technique
– The Nominal Group Technique
– The Stepladder Technique
• How to Lead a Group Decision-Making Discussion

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 I
N
F
O
Sensation R
Sensation
Thinkers M Feelers
A
(ST) T
(SF)
I
O
N
Evaluating INFORMATION
G
A
Intuitive T Intuitive
H Feelers
Thinkers E
(IT) R
(IF)
I
N
G

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 Pemimpin Perempuan dan
Pengambilan Keputusan
III Structured Top

Nonprogrammed
decisions Management
Type of problem level in
organizations

Programmed
decisions

Well Structured Lower

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 Gambar 2.
Alternative Process for Handling Information
Sensation

Thinking Feeling

Intuition

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 Decision Style

ST NT SF NF
Sensation/thinking Intuition/Thinking Sensation/Feeling Intuition/Feeling

Focus of Attention Facts Possibilities Facts Possibilities

Methods of Impersonal analysis Impersonal Analysis Personal warmer Personal warmth

handling
things

Tendency to Practical and matter of Logical & Ingenious Sympathetic & friendly Enthusiastic and
become fact insightful

Expression of Technical skills with Theoretical & Technical Practical help & Understanding &
abilities facts & objects development services or people Communicating
with people

Representative Technician Planner Teacher Artist

Occupation

Manager

Source : W Taggart & D Robey, “Minds & Managers : On the Dual Nature of Human Information Processing and Management” Academy of
Management Review, April 1981, p 190, dalam Kreitner dan Kinicki, 2001:158

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1. Anda tidak dapat mengubah perilaku orang lain;
anda hanya dapat mengubah reaksi anda atas
perilaku tersebut
2. Orang (lain) bukan pembaca pikiran (kita)
3. Ingat bhw kebiasaan bukan alasan untuk
melakukan sesuatu
4. Anda tidak dapat membuat orang lain bahagia.
5. Dalam setiap hubungan, anda akan mengalami
beberapa penolakan

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6. Jangan menjadi korban
7. Mengkhawatirkan sesuatu tidak akan
mengubahnya
8. Bersikaplah bahwa Anda akan melakukan yg
terbaik yang anda bisa
9. Ingat bahwa ketegasan tidak berarti kekerasan
10.Bila anda memutuskan bersikap tegas, sadarilah
konsekuensinya

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Survei Esquire Terbaru (Tubb & Moss, 1996):
• Uang : 41 %
• Tugas Rumah Tangga : 31 %
• Keluarga : 25 %
• Seks : 18 %
• Teman-teman : 11 %
• Liburan :5%
• Agama :5%
• Anak-anak : 4%

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• Subandi (1995): ilmuwan di berbagai bidang studi.
Khususnya psikologi, memprediksi tingginya
stress di tahun 2000
• Stress pada tingkat tertentu sebenarnya bermanfaat
sebagai pemicu perkembangan & kemajuan
(eustress), tetapi stress pada dasarnya selalu
membawa dampak, bisa merusak (distress)

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 • Stress yang merusak terjadi bila stress itu sendiri
dibiarkan berlangsung lama tanpa adanya solusi
dan manusia menjadi kelelahan karenanya.
• Psikofisisparalelism yaitu keterkaitan yang erat
antara fisik dan psikis, jika seseorang mengalami
stress maka akan terganggu keadaan fisik, emosi,
pikiran dan perilakunya

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 Dalam keadaan stress individu akan merasa :
• tegang,
• tak mampu berpikir rasional,
sehingga menjadi :
• mudah marah,
• sedih,
• cemas dan akan depresi.
Akibatnya :
• tugas sehari-hari tak dapat dikerjakan dengan baik dan
akan menghambat berfungsinya individu dalam kehidupan

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 Business
Mastery
•Ketajaman bisnis
• Orientasi pelanggan
• Hubungan Eksternal

Kredibilitas Personal
• Terpercaya Change
• Hubungan personal Mastery
HR Mastery
• Nilai Hidup •Pengaruh &
•Penyusunan Staf Ketrampilan Interpersonal
• Keberanian
•Penilaian kinerja •Ketrampilan memecahkan
• Sistem Penghargaan masalah
• Komunikasi •Sistem Penghargaan
•Disain organisasi • Inovasi & Kreatifitas

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 CK Prahalad & Gary Hamel(Expert in strategic
planning)
• Keunggulan bersaing tidak terletak pada diferensiasi produk atau
jasa dan menjadi pemimpin dengan harga yang rendah tetapi
mempunyai kemampuan unggul yang khusus keunggulan inti dan
cepat tanggap pada kebutuhan konsumen dan gerak pesaing
• Keunggulan besaing terletak pada ”…… kemampuan manajemen
untuk mengkonsolidasi perusahaan – teknologi yang variatif dan
ketrampilan berproduksi yang memberdayakan usaha individu untuk
beradaptasi dengan cepat untuk menghadapi kesempatan dalam
perubahan”
• Membangun tanggung jawab berarti tergantung pada komitmen
dan disiplin diri dari para karyawan sejak mereka harus
bertanggung jawab lebih cepat dengan otoritas yang lebih besar dan
supervisi yang lebih kecil

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1. Kompetensi Analitis: Kemampuan untuk
identifikasi, analisis & memecahkan masalah dalam
kondisi ketidak pastian dan informasi kurang lengkap
2. Kompetensi Interpersonal : Kemampuan untuk
mempengaruhi, supervisi, memimpin, manipulasi,
danmengendalikan orang pada semua level
3. Kompetensi Emosi : Kemampuan untuk
distimulasi oleh krisis emosi dan interpersonal dari
sekedar menggunakan sepenuhnya kekuatan serta
menjadi lemah untuk mentaati aturan, dan
kemampuan untuk mencapai puncak tanggung jawab
tanpa menjadi sama dengan lainnya
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• Ketrampilan dan pengetahuan kerja yang spesifik
• Pengetahuan bagaimana kerja
• Area utama seperti :
1. Komunikasi
2. Manajemen waktu
3. Motivasi diri
4. Hubungan Interpersonal
5. Area yang luas dari kepemimpinan

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 1. Ketrampilan Interpersonal
2. Ketrampilan Komunikasi
3. Ketrampilan Kepemimpinan
4. Ketrampilan Perencanaan & organisasi
5. Ketrampilan Teknis
6. Tanggung jawab
7. Assertiveness
8. Fleksibilitas
9. Bijaksana
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 5 Hal utama dari komponen-komponen
faktor penting dalam ujian internasional

1. Job Knowledge and motivation

2. Relational skills
3. Flexibility/adaptability
4. Extra-cultural openness
5. Family situation

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 1. Job knowledge and motivation
1. Managerial ability 10. High motivation
2. Organizational ability 11. Frankness
3. Imagination 12. Belief in mission &
4. Creativity job
5. Administrative skills 13. perseverance
6. Alertness
7. Responsibility
8. Industrious
9. Initiative & energy

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 2. Relational skills
1. Respect
2. Courtesy & tact
3. Display of respect
4. Kindness
5. Empathy
6. Nonjudgmental ness
7. Integrity confidence

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 3. Flexibility/adaptability
1. Resourcefulness 7. Adaptability
2. Ability to deal with 8. Independence
stress 9. Dependability
3. Flexibility 10. Political sensitivity
4. Emotional stability 11.Positive self image
5. Willingness to change
6. Tolerance ambiguity

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 4. Extra-cultural Openness
1. Variety of outside interest
2. Interest in foreign cultures
3. Knowledge of local languages
4. Openness
5. Outgoingness & extraversion
6. Overseas experience

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 5. Family Situation

1. Adaptability of spouse & family

2. Spouse’s positive opinion
3. Willingness of spouse to live abroad
4. Stable marriage

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 Jenis Tanggapan normal Tanggapan terganggu atau
Kepribadian terpecah belah
Konvensional Persaudaraan dengan kelompok Kesetiaan buta pd kelompok (fanatisme)
Menjauh dari kelompok Terpisah dari kelompok (narsisisme)
Sosial Berempati dg orang Kecanduan, masokhisme
Antipati terhadap orang Ketdkmampuan sosiopatik utk merasakan
perasaan orgl ain, sadisme
Investigatif Menggali masalah atau situasi Obsesi
Menarik diri dari masalah atau situasi Histeria atau reaksi fobia, tekanan
Artistik Gembira saat mencipta atau mencapai prestasi Mania atau euforia yg tdk pd tempatnya
Sedih saat tdk mampu mencapai cita-cita, Depresi
berduka
Realistis Sehat, spontan, terpusat pada diri sendiri Memanjakan diri
Malu, kompleks rendah diri Rasa rendah diri yg merusak, membenci
diri sendiri
Pengusaha Bertg jwb, mampu memimpin, setia pd cita2 Menyalahgunakan kekuasaan, sok hebat
Memendam rasa demoralisasi, melanggar tg Merusak diri sendiri, paranoia, proyeksi
jawab, menyangkal situasi

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 Membentuk Kecerdasan Spiritual
Zero Mind Process Penjernihan emosi

Mental Building Pembangunan Mental

Penetapan Misi

Pembangunan Karakter Ketangguhan Pribadi

Pengendalian diri

Sinergi
Ketangguhan Sosial
Langkah Total

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 Toto Tasmara/ Ethos Kerja Pribadi Muslim, 1995: 39-61

1. Memiliki jiwa leadership 9. Haus untuk memiliki sifat

2. Selalu berhitung keilmuan
3. Menghargai waktu 10. Berwawasan Makro-
4. Tak pernah puas berbuat universal
kebaikan 11. Memperhatikan kesehatan
5. Hidup berhemat & efisien & gizi
6. Memiliki jiwa wirausaha 12. Ulet, pantang menyerah
7. Memiliki instink bertanding 13. Beorientasi pada
& bersaing produktifitas
8. Keinginan untuk mandiri 14. Memperkaya jaringan
silaturahim

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