DECISION

MAKING
KEPUTUSAN (DECISION)

..IS A CHOICE FROM

AMONG THE
AVAILABLE TO
ACCEPT..
DECISION MAKING
 IS THE PROCESS OF DEVELOPING
AND ANALYZING ALTERNATIVES
AND MAKING A CHOICE (Gary Dessler)
 THE PROCESS OF CHOOSING FROM
AMONG ALTERNATIVES (Fred C. Lunenburg)
 MEMBUAT KEPUTUSAN MERUPAKAN SATU
PROSES MENTAL YANG MEMERLUKAN
SESEORANG ITU BERFIKIR SECARA KRITIS DAN
KREATIF
 SITUASI ruang SITUASI YANG
SEKARANG masalah DIINGINI

A PROBLEM IS A DISCREPANCY BETWEEN A DESIRABLE

AND AN ACTUAL SITUATION
THE NATURE OF
DM
 CHOICE PROCESSES
 PERANAN PENTING DALAM KEPIMPINAN
 TERLIBAT DALAM SEMUA ASPEK
PENGURUSAN DAN PERANCANGAN
 MELIBATKAN SEMUA PERINGKAT
PENGURUSAN
 KEPUTUSAN MEMBERI IMPAK KEPADA
SEMUA PELANGGAN DAN ORGANISASI
 MEMBUAT KEPUTUSAN MERUPAKAN SATU
KEMAHIRAN
...sambungan
..
 Pengurusan organisasi dinilai
berdasarkan keputusan yang dibuat
 Keberkesanan pengurus dinilai
berdasarkan kualiti keputusan yang
dibuat
 Decisions don't always involve
problem. On the hand, problem
solving always involves making
decisions
 DM DENGAN
PENGURUSAN
•PLANNING
 PLANNING •ORGANIZING
•PLAN
 ORGANIZING •DO •STAFFING
 LEADING •CHECK •DIRECTING
 CONTROLLIN •ACTION •COORDINATING
G •CONTROLLING
•DIRECTING
•COACHING
•SUPPORTING B ORG. OF PAST
A = Administer the
•DELEGATING system, methods,
D processes, business:
A Doing the job;
managing the business
B = Build the Business;
C improve
C = Cater to Crises
D = Do the dumb
things
 B
D

C
ORG. OF PAST
A = Administer the system, methods,
processes, business: Doing the
job; managing the business
B = Build the Business; improve
C = Cater to Crises
D = Do the dumb things
DC PROCESS •IDENTIFYCATION PHASE
•DEVELOPMENT PHASE
 INTELLIGENCE •SELECTION PHASE
ACTIVITY Henry Mintzberg

 DESIGN
ACTIVITY
 CHOICE
• DEFINE THE PROBLEM
ACTIVITY • ANALYZE THE PROBLEM
HERBERT SIMON
• DEVELOP ALTERNATIVE
• DECIDE THE BEST SOLUTION
• CONVERT DECISIONS INTO EFFECTIVE
ACTION
• MONITOR AND ASSESS THE RESULTS
PETER DRUCKER
 THE CLASSICAL DM
MODEL
THIS MODEL ASSUMES THAT DM IS
RATIONAL PROCESS WHEREBY
DECISION MAKERS SEEK TO
MAXIMIZE THE CHANCES OF
ACHIEVING THEIR OBJECTIVES BY
CONSIDERING ALL POSSIBLE
ALTERNATIVES, EXPLORING ALL
CONCEIVABLE CONSEQUENCES
FROM AMONG THE ALTERNATIVES,
AND THEN MAKING A DECISION.
Fred C. Lunenburg and Allan C. Ornstein, 'Educational
PROCESS DM DALAM MODEL
KLASIK

 IDENTIFIYING THE PROBLEM

 GENERATING ALTERNATIVES
 EVALUTING ALTERNATIVES
 CHOOSING AN ALTERNATIVE
 IMPLEMENTING THE DECISION
 EVALUATING THE DECISION
IDENTIFYING THE PROBLEM
masalah-masalah:
• hanya 60% sahaja lulus
 IF THERE IS NO PROBLEM, semua
m/p sedangkan target 80%
THERE IS NO NEED TO MAKE • peratus pelajar tidak hadir
A DECISION meningkat 5%
• surat layang bertambah
 A WARNING OF A POSSIBLE • peruntukan LPBT habis
PROBLEM IS A DISCREPANCY • ramai pelajar tidak
membawa
BETWEEN EXISTING AND buku ke sekolah
an dministration:
DESIRED CONDITION
4 steps in problem 2. must be alert to recognize a
identification: problem
2. measure results 3. must divide complex problems into
3. compare results to sub
objectives problems on the seriousness of the
problem
4. determine the
3. must specify the problem in terms
significance of of what, where, when, and how big
the difference the deviations are from the
4. communicate threshold performance standards previously
differences to set.
administration
DECISION MAKING AS
PROBLEM SOLVING
 Identifying the problem area
 Defining the problem
 Determining Alternative Solutions
 Identifying consequences of
solutions
 Selecting the best alternative
 Examining consequences of the
decision
 A CHECKLIST FOR
DECISION MAKING

* When decisions are to be made,

“yes” answers should be sought
to the following questions:
1. Can the problem area be
identified?
2. Can the problem be clearly
defined?
3. Have factors related to effective
decision making been taken into
consideration?
(a) Philosophies held by those
who will contribute to the
decisions
(b) Context in which the decision
will be made
(c) Information that is relevant
to the decision
(d) Participation in decision
making by those who will
be affected
(e) Timing of the decision
4. Are alternative solutions feasible
and practical?
5. Will any solution lead to additional
problems?
6. Will any solution create fiscal,
personnel, or instructional
difficulties?
7. Does one solution provide the
greatest overall benefit?
8. Will the “best” alternative be
accepted by those who are
affected by it?
9. Has the decision’s immediate
impact been documented?
10. Has the decision been
implemented rapidly and
smoothly?
11. Has an evaluation of the decision
been carried out?
12. Will the results of this decision-
making process be of value when
future decisions are made?
 Alternative
Approaches

• Consensus
• Dialectical Inquiry
• Devil’s Advocacy
• Nominal Group Technique (NGT)
• Scenario Planning
• Decision Matrix
• Decision Graph
Alternative
Approaches