| Some researchers have pinpointed some areas | | | | Very often, we take it for granted that the other |
| where managerial thinking needs to be | | | | person's 6pinionis very reliable and trustworthy |
| re-assessed and where some common mistakes | | | | and we do not check for the accuracy of the |
| are made that affect the decision making process | | | | information ourselves. Many times, the opinion of |
| as well as the efficiency of the decision, and must | | | | the other person is taken, so that if the decision |
| be avoided some of the errors are:- | | | | fails to bring the desired results, the blame for the |
| 1. Indecisiveness: Decision-making is a very | | | | failure can be shifted to the person who had |
| heavy responsibility. | | | | provided the information. However, this is a poor |
| The fear of its out come can make some people | | | | reflection on the manager's ability and integrity |
| timid about making a decision. This timidity may | | | | and the manager must be held responsible for the |
| result in taking a long time for making a decision | | | | outcome of the decision. Accordingly, it is his |
| and the opportunity may be lost. This trait is a | | | | moral duty to analytically judge the accuracy and |
| personality trait and must be looked into | | | | reliability of the information that was provided. |
| seriously. The managers must be confident as well | | | | 5. The method for analyzing the information may |
| as quick in deciding. | | | | not be the sound one. Since most decisions and |
| 2. Postponing the decision until the last moment. | | | | especially the non-programmed ones have to be |
| This is quite a common practice and results in | | | | based upon a lot of information, angles and |
| decision making under pressure of time which | | | | factors, the procedures to identify, isolate and |
| generally eliminates the possibility of thorough | | | | select the useful information must be sound and |
| analysis of the problem which is time-consuming | | | | dependable. Usually, it is not operationally feasible |
| as well as the establishment and comparison of all | | | | to objectively analyze more than five or six |
| alternatives.! Many students, who postpone | | | | pieces of information at a time. Hence, a model |
| studying until near their final examinations, usually | | | | must be built which incorporates and handles |
| do not do a good job at the exams. Even though | | | | many variables in order to aid the decision |
| some managers work better under time | | | | makers. Also, it will be desirable to define the |
| pressures, most often an adequate time period is | | | | objectives, criteria and constraints as early in the |
| required to look objectively at the problem and | | | | decision making process as possible. This would |
| make an intelligent decision. Accordingly, a decision | | | | assist in making the process more formal so that |
| plan must be formulated; time limits must be set | | | | no conditions or alternatives would be overlooked. |
| for information gathering, analysis and selection of | | | | Also, following established procedures would |
| a course of action. | | | | eliminate the efforts of emotions which may |
| 3. A failure to isolate the root cause of the | | | | cloud the process and rationality. |
| problem. It is a very common practice to cure | | | | 6. Do implement the decision and follow through. |
| the symptoms rather than the causes. For | | | | Making a decision is not the end of the process, |
| example, a headache may be a symptom of | | | | but really a beginning. Implementation of the |
| some deep-rooted emotional problem so that | | | | decision and the results obtained are the true |
| simply a medicine for the headache would not | | | | barometer of the quality of the decision. Duties |
| cure the problem. It is necessary to separate the | | | | must be assigned, deadlines must be set, |
| symptoms and their causes. The success of the | | | | evaluation process must be established and any |
| decision is dependent upon the correct definition | | | | contingency plans prepared. The decision must be |
| of the problem. | | | | implemented whole-heartedly with full dedication in |
| 4. A failure to assess the of informational sources. | | | | order to get the best positive results. |