PROFESSOR BRIGADIER (R) DR NAWAR KHAN
PhD Engineering Management, MSc Production Engineering,
MBA (HRM), BSc Mechanical Engineering, PEC Accreditation Convener, ISO Standards Lead Auditor
RIPHAH INTERNATIONAL UNIVERSITY
FACULTY OF MANAGEMENT SCIENCES (FMS), RIPHAH SCHOOL OF LEADERSHIP (RSL)
AL MIZAN CAMPUS, 274 Peshawar Road Rawalpindi, Pakistan
Tel # +92-51-5125162-7 Extn 256
[email protected] BRIEF PROFILE
•Possesses 39 years of professional experience including academics, research and
management
•Held prestigious appointments in a wide variety of organizations and
capacities.
• Published a master level reviewed text book on TQM which was declared as the
best book on quality in Pakistan in 2010
• Establish Department of Engineering Management for MS and PhD Degrees in
Engineering Management at the NUST CE&ME
• Published 140 research papers in different national / international reputed
conferences and journals.
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• Worked as QMR for ISO 9000 QMS Standards Certification from 2004 - 20014
• Director LQEC for 9 years at NUST CE&ME
• Conducted accreditation audit of Engineering programs of different universities
• Joined Riphah International university as Senior Consultant (equivalent to
professor) in FMS in November 2016 and then re-designated as regular professor
in 2020
• Working as focal faculty for MS in Engineering Management and MS Project
Management besides teaching UG
• Completed First HEC NRPU project ‘Pakistan National Quality Award (PNQA)’
as PI from 2003-2006.
• Completed second HEC NRPU project -12084 on 16 Aug 2023.
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Published
a Master
Level
Reviewed
Textbook
DECISION MAKING IS TO
SOLVE THE PROBLEMS /ISSUES
Q?
WHO MAKE DECISIONS IN
FORMAL BUSINESS COMPANIES
•LEADER?
•FOLLOWER?
•ADMINISTRATOR?
•WORKER?
•MANAGER?
Q -ARE YOU QUALIFY TO
BE CALLED AS A
MANAGER?
Q ?????
HOW CAN WE MAKE SOUND, INFORMED,
VIABLE AND EFFECTIVE DECISIONS?
DOES THE MANAGEMENRS BEAR THE
CONSEQUENCES/IMPACT OF HIS / HER
DECISIONS MAKING?
DECISION MAKING LEVELS AND TYPES OF DECISIONS
STRATEGIC
TOP LEVEL DECISIONS
TACTICAL DECISIONS
MIDDLE LEVEL
LOWER LEVEL OPERATIONAL DECISIONS
THE SCOPE AND PLANNING TIME IS LARGER AT STRATEGIC LEVEL, REDUCES AT TACTICAL LEVEL, AND
FURTHER REDUCES AT OPERATIONAL LEVEL. THE STRENGTH IS IN REVERSE ORDER
DECISION MAKING
According to Koontz and O'Donnel, “Decision-making
is the actual selection from among alternatives of a
course of action.”
According to George R. Terry, “Decision-making is the
selection based on some criteria from two or more
possible alternatives.”
CONTINUE
In psychology, “decision-making is regarded as the
cognitive process resulting in the selection of a belief
or a course of action among several possible
alternative options”
CONTINUE
Decision making is the process of making choices by
identifying a decision, gathering information, and
assessing alternative resolutions.
Using a step-by-step decision-making process can help
you make more deliberate, thoughtful decisions by
organizing relevant information and defining alternatives.
This approach increases the chances that you will choose
the most satisfying alternative possible.
CONTINUE
Decision making refers to making choices among
alternative courses of action—which may also
include in-action (that is, taken no action is also
an option of generating an alternatives). While it
can be argued that management is decision
making, half of the decisions made by managers
within organizations fail. (85 % of the
responsibility of a failure go to managers, only
15% is contributed to workers).
CONTINUE
CHARACTERISTICS OF DECISION-MAKING
1. The manager tries to foresee various possible effects of
a decision before deciding a particular one.
2. It is a process of selecting the best from among
alternatives available.
3. It involves the evaluation of various alternatives
available.
WHY IS DECISION-MAKING IMPORTANT?
Our daily life decisions give us opportunities to
become better at what we do. Most of our decisions
are made out of habit. However, by bringing our
choices in the conscious domain, we can evaluate
them, assess their impact and indulge in self-
reflection. Such steps eventually lead to better
decisions and outcomes.
GENERATING ALTERNATIVES
MEN VS WOMEN CAPABILITIES
•WHO GENERATE MORE ALTERNATIVES FOR DECISION MAKING?
•WHO USES MULTIPLES OR SINGLE APPROACH / PROCESSOR TO
MAKE DECISION?
•TELLING DECISION MAKING STORY????
•IF YOUR DECISION GOES WRONG WHO SHOULD BE BLAMED
•/HELD RESPONSIBLE
HOW MANY DECISIONS YOU TAKE PER DAY AND WHAT
ARE ITS LEVELS
STRATEGIC
TOP LEVEL DECISIONS
TACTICAL DECISIONS
MIDDLE LEVEL
LOWER LEVEL OPERATIONAL DECISIONS
THE SCOPE AND PLANNING TIME IS LARGER AT STRATEGIC LEVEL, REDUCES AT TACTICAL LEVEL, AND
FURTHER REDUCES AT OPERATIONAL LEVEL. THE STRENGTH IS IN REVERSE ORDER
DECISION MAKING IS FOR FUTURE
Q - CAN THE FUTURE BE PREDICTED PERFECTLY
Q – WHAT IS CALCULATED RISK?
Q – WHAT IS THEORY OF PROBABILITY – HA # 1
DECISION MAKING TREES
CONTINUE
MOST OF THE DECISIONS ARE TAKEN IN PLANNING STAGE OF MANAGERIAL
FUNCTIONS. HENCE, PLANNING SHOULD BE GIVEN TWICE THE TIME OF EXECUTION
RATIONALITY MEAN USING COMMON SENSE, WHICH IS MOSTLY
UNCOMMON
LIMITATIONS, BOUNDS, NON-AVALABILITY, RESTRICTIONS
7 - STEPS IN DECISION MAKING PROCESS
Tore Audun Høie
[email protected]
7 STEPS OF DECISION MAKING PROCESS
Step 1: Identify the decision???? (aim or purpose). You realize that you
need to make a decision (always for an aim or purpose or objective).
Step 2: Gather relevant information. (scan the environment).
Step 3: Identify the alternatives. (generate the alternative.)
Step 4: Weigh the evidence. (merits and demerits of each option /
alternative).
Step 5: Choose among alternatives. (prioritize the alternatives - till this
point, it is a planning process)
Step 6: Take action. (Implement the plan.)
Step 7: Review your decision & its consequences. (improvement for next
cycle or decision)
Note: planning should take twice the time of implementation)
Step 1: Identify the decision
You realize that you need to make a decision. Try to clearly
define the nature of the decision you must make. This first step is
very important.
Step 2: Gather relevant information
Collect some pertinent information before you make your
decision: what information is needed, the best sources of
information, and how to get it. This step involves both internal
and external “work.” Some information is internal: you’ll seek it
through a process of self-assessment. Other information is
external: you’ll find it online, in books, from other people, and
from other sources. CONTINUE
Step 3: Identify the alternatives
As you collect information, you will probably identify several possible paths
of action, or alternatives. You can also use your imagination and additional
information to construct new alternatives. In this step, you will list all possible
and desirable alternatives.
Step 4: Weigh the evidence
Draw on your information and emotions to imagine what it would be like if
you carried out each of the alternatives to the end. Evaluate whether the need
identified in Step 1 would be met or resolved through the use of each
alternative. As you go through this difficult internal process, you’ll begin to
favor certain alternatives: those that seem to have a higher potential (merits)
for reaching your goal. Finally, place the alternatives in a priority order, based
upon your own value system. CONTINUE
Step 5: Choose among alternatives
Once you have weighed (merits and demerits) all the evidence, you
are ready to select the alternative that seems to be best one for you.
You may even choose a combination of alternatives. Your choice in
Step 5 may very likely be the same or similar to the alternative you
placed at the top of your list at the end of Step 4.
Step 6: Take action
You’re now ready to take some positive action by beginning to
implement the alternative you chose in Step 5. (Resources are must
for action) CONTINUE
Step 7: Review your decision & its consequences
In this final step, consider the results of your decision
and evaluate whether or not it has resolved the need
you identified in Step 1. If the decision has not met the
identified need, you may want to repeat certain steps of
the process to make a new decision. For example, you
might want to gather more detailed or somewhat
different information or explore additional alternatives.
Output is compared with inputs
CONTINUE
THE 4 STYLES OF DECISION MAKING
1. Analytical
2. Directive
3. Conceptual
4. Behavioral
These are strategies which leaders and individuals employ to
make choices.
1. ANALYTICAL STYLE OF DECISION MAKING
Analytical style decision making describes people who feel
comfortable with ambiguity but are motivated to find the best or
most comprehensive solution. If you are an analytical style
decision maker, you likely take a long time to process big life
decisions. Your comfort with ambiguity doesn't mean that you are
a risk-taker or would be likely to decide without knowing how it
would work out. That would stress you out a lot!
Instead, your comfort with ambiguity means that you enjoy
considering all options before making a decision. You think of
creative solutions and are willing to give most prospects a chance.
However, you only like to move forward once you are as close to
certain as possible that that choice is best.
2. DIRECTIVE STYLE OF DECISION MAKING
Directive style decision making describes people who
prefer structure and are motivated by the results their
decisions will bring them.
If you are a directive style decision maker, you likely
make decisions quickly and have a "decide and move
forward" mentality. You don't like dwelling in
possibility and prefer to take action.
3. CONCEPTUAL STYLE OF DECISION MAKING
If you are a conceptual style decision maker, you likely day-dream often and
quickly come up with creative ideas when needed. You see how most things connect
and affect each other. You desire to come up with holistic solutions.
Your comfort in ambiguity helps you to think bigger, and feel more hopeful that
your ideas will work out, than people with other decision-making styles.
Your strengths are recognizing underlying problems and coming up with creative,
integrated options to pursue.
But many conceptual style decision-makers find their weaknesses tend to be taking
action on a decision, adequately planning for what a choice will involve and follow-
through.
4. BEHAVIORAL STYLE OF DECISION MAKING
Behavioral style decision making describes people who prefer structure
and stability and are motivated to maintain harmony.
If you are a behavioral style decision maker, your relationships are
probably the most important thing in your life. You are likely to put the
needs and opinions of family, friends, and colleagues above your own.
It may seem difficult to balance the desire for structure and other
people's thoughts and feelings, but behavioral style decision-makers
accomplish this by seeking input and gauging reactions from people in
the decision-making process.
IMPLICATIONS OF DECISION MAKING IN REAL LIFE IN ORGANIZATION
/ ENTERPRISE
“Every manager make decision and every worker follows the decision”
•Every manager work ON – THE – SYSTEM - manager make decisions
•Every worker work IN-THE-SYSTEM – every worker follow the decisions
•Every manager apply managerial functions on every SYSTEM of an organization /
enterprise
•Every organization / enterprise has its own SYSTEM but their operational model
is the same
Note: 85% OF THE DECISION LIABILITIES GOES TO MANAGEMENT.
A SYSTEM MODEL
External environment –uncontrolled conditions
PROCESSING /
INPUT OUTPUT
TRANSFORMATION
EVERY MANAGER WORK ON A SYSTEM TO PERFORM
MANAGERIAL FUNCTIONS
EVERY MANAGERS MAKE DECISION AT EVERY STEP OF
THEIR MANAGERIAL FUNCTIONS
1.PLANNING - MAKE DECISIONS *****
2.ORGANIZING - MAKE DECISIONS
3.STAFFING - MAKE DECISIONS
4.LEADING - MAKE DECISIONS
5.CONTROLLING - MAKE DECISIONS
Note: PLANNING IS THE MOST IMPORTANT AS MOST OF THE DECISIONS
ARE MADE HERE.
A SYSTEM MODEL WHERE MANAGER HAS TO MAKE DECISION
- Applying Managerial Functions to Input of a SYSTEM Model
Planning
Organizing
Staffing
INPUT PROCESSING OUTPUT
Leading
controlling
A SYSTEM MODEL
- Applying system to Planning Process of Managerial Functions
Planning
Input Output
Organizing
Staffing
INPUT PROCESSING OUTPUT
Leading
controlling
A SYSTEM MODEL
- Applying system Model to Organizing Process of Managerial Functions
Planning
Organizing
Input Output
Staffing
INPUT PROCESSING OUTPUT
Leading
controlling
A SYSTEM MODEL
- Applying Managerial Functions to Processing of a system Model
Planning
Organizing
Staffing
INPUT PROCESSING OUTPUT
Leading
controlling
A SYSTEM MODEL
- Applying system Model to Planning process of a system
Planning
Input Output
Organizing
Staffing
INPUT PROCESSING OUTPUT
Leading
controlling
A SYSTEM MODEL
- Applying SYSTEM Model to Organizing Process of Managerial Functions
Planning
Organizing
Input Output
Staffing
INPUT PROCESSING OUTPUT
Leading
controlling
A SYSTEM MODEL
- Applying Managerial Functions to OUTPUT process of SYSTEM Model
Planning
Organizing
Staffing
INPUT PROCESSING OUTPUT
Leading
controlling
A SYSTEM MODEL
- Applying SYSTEM Model to Planning Process of Managerial Functions
Planning
Input Output
Organizing
Staffing
INPUT PROCESSING OUTPUT
Leading
controlling
A SYSTEM MODEL
- Applying SYSTEM Model to Planning Process of Managerial Functions
Planning
Input Output
Organizing
Staffing
INPUT PROCESSING OUTPUT
Leading
controlling
A SYSTEM MODEL
- Applying SYSTEM Model to Planning Process of Managerial Functions
Planning
Output
Input Organizing
Staffing
INPUT PROCESSING OUTPUT
Leading
controlling
APPLYING SYSTEM MODEL AND MANAGERIAL FUNCTIONS TO ALL TYPES OF INDUSTRIES
Planning
Input Output
Organizing
Staffing
Secondary Tertiary
Primary Industries
Industries
Industries
Leading
controlling
All business are linked together and work in tandem.
Each one is dependent and useful for other
APPLYING SYSTEM MODEL AND MANAGERIAL FUNCTIONS TO ALL TYPES OF INDUSTRIES
Planning
Input Output
Organizing
Staffing
Secondary Tertiary
Primary Industries
Industries
Industries Leading
controlling
APPLYING SYSTEM MODEL AND MANAGERIAL FUNCTIONS TO ALL TYPES OF INDUSTRIES
Planning Output
Input
Organizing
Staffing
Secondary Tertiary
Primary Industries
Industries
Industries Leading
controllin
g
