DECISION MAKING

Question 1

Is the process of making choices by setting goals, gathering information, and assessing alternative

Answer 1

decision making

Question 2

Perhaps معنى

Answer 2

ربما

Question 3

postponing معنى

Answer 3

تاجيل

Question 4

-There may be times when not deciding can be the best option.

-This is not the same as postponing a decision, just because it’s difficult or uncomfortable or useless.

-Not deciding’ is not postponing Nor is it the same as deciding to do nothing.

Answer 4

-يقلك احيانا لما اصلا ما تتخذ قرار يكون افضل شي سويته

-وهنا يقلك انك ما تتخذ قرار مو نفس انك تاجل القرار لسبب معين لانه في فرق

-وهنا يقول (عدم اتخاذ القرار) مو نفس (تاجيل القرار) او انك (تقرر انك تسوي ولا حاجة) كل وحده فيهم حاجة مختلفة

True

كلام كليم ينفهم بس صعب نحفظه بدون فهم ههههههههههههه

Question 5

Do You Need to make a decision?

Answer 5

There may be times when not deciding can be the best option.

Question 6

Making an unnecessary decision can do more harm than good.

صح ولا خطا

**حكتب بالعربي احيانا عشان اسرع

Answer 6

True

Question 7

(deliberately waiting) to see if a decision needs to be made is an equally valid approach.

Answer 7

True

يقلك (الانتظار المتعمد) عشان تشوف اذا ضروري تتخذ قرار او لا هي حاجة كويسة

Question 8

Making an unnecessary decision can do more harm than good.

Answer 8

true

Question 9

 Doctors make decisions to undergoing surgery, Or not
 Both are interventions which carry with them positives
and negatives.
 Using either may bring about improvements but they
also may bring side effects.

Answer 9

Is a Decision Really Necessary?

الفكرة هنا انه هل لازم تتخذ قرار اصلا ؟، واذا ايوا هل القرار ذا ضروري اكثر من غيره؟

لانه كل قرار له تبعات غير متوقعة ممكن كويسة وممكن سيئة

Question 10

decisions made in organizations may have serious consequences
which might not have been foreseen.

Answer 10

True

Question 11

Unnecessary decisions, should not be made any more than surgeons would perform unnecessary procedures.

Answer 11

True

Question 12

“if it’s not broken don’t fix it!”

ايش معناها؟

Answer 12

اذا شي مو مكسور لا تصلحه

يعني لا تتخذ قرار اصبر

Question 13

After due analysis and consideration, try asking two questions:
 Do we need to make a decision yet? If the answer is no,
(………………………………………………………………………………………….. ) What will happen if we don’t decide yet? If the answer is “nothing bad” then perhaps no decision is best. If the answer is “something undesirable” then a decision does need to be made. If the answer is “we don’t know”, then perhaps more information is needed or it really is time to take a risk.

Answer 13

there may be nothing wrong with to put off action or delay a decision.

قد لا يكون هناك خطأ في تأجيل اتخاذ القرار أو تأخير اتخاذ قرار.

Question 14

After due analysis and consideration, try asking two questions:

Do we need to make a decision yet?
If the answer is no, there may be nothing wrong with to put off action or delay a decision

What will happen if we don’t decide yet?
If the answer is “nothing bad” then (…………………………….) If the answer is “something undesirable” then a decision does need to be made. If the answer is “we don’t know”, then perhaps more information is needed or it really is time to take a risk.

Answer 14

perhaps no decision is best.

Question 15

After due analysis and consideration, try asking two questions:

Do we need to make a decision yet?
If the answer is no, there may be nothing wrong with to put off action or delay a decision

What will happen if we don’t decide yet?
If the answer is “nothing bad” then perhaps no decision is best. If the answer is “something undesirable” (…………………………………………..) If the answer is “we don’t know”, then perhaps more information is needed or it really is time to take a risk.

Answer 15

then a decision does need to be made

Question 16

After due analysis and consideration, try asking two questions:

Do we need to make a decision yet?
If the answer is no, there may be nothing wrong with to put off action or delay a decision

What will happen if we don’t decide yet?
If the answer is “nothing bad” then perhaps no decision is best. If the answer is “something undesirable” then a decision does need to be made If the answer is “we don’t know”, (…………………………………………………………………………………….)

Answer 16

then perhaps more information is needed or it really is time to take a risk.

Question 17

Charlie Brown’s approaches to decision making….

Answer 17

give it time to go away!

Question 18

Give time to go away
In certain situations this may be exactly the right thing
to do.

Answer 18

True

Question 19

When faced with a decision making situation, perhaps
learning (to be patient is not a decision making lesson).

صح ولا خطا

Answer 19

False

When faced with a decision making situation, perhaps
learning (to be patient is also a decision making lesson).

Question 20

Most situations will require a …………. , then action!

Answer 20

decision

Question 21

The first of our types of decision making variables is:

Answer 21

the level of the decision

Question 22

Decision Levels

When faced with a decision, try asking yourself questions such as:

Answer 22

The first of our types of decision making variables

How complex is the decision?
How important is the decision?
How strategic is the decision?

Question 23

involving others in decision making can also be a time consuming activity.

Answer 23

True

Question 24

there are questions to be asked before involving people in decision making such as:

Answer 24

 To what extent should you involve others in decision making?
 In what conditions might participation techniques work best?

Question 25

There are 3 ways to categorize decision making:

Answer 25

Decision Levels

Decision Making: Styles

Decision Making: Process

Question 26

processes

1-
2-

Answer 26

A third way to categorize decision making is by the processes used. These are

1-classical, rationalistic, decision making processes

2-Intuitive decision making, less structured, subjective methods

Question 27

This approach consists of a sequence of structured steps, designed to rationally develop a desired solution. Typically these steps progress from problem/opportunity identification to the selection of preferred alternatives:?

Answer 27

1-classical, rationalistic, decision making processes

Question 28

 In contrast to rational processes, ………………………………………………………….. is less
structured, and places more emphasis on feelings, perceptions and judgments, rather than facts and analysis.
 It works in situation where you want to take decision with small amount
of information

Answer 28

Intuitive decision making, less structured, subjective methods

Question 29

processes consist of a sequence of steps designed to rationally develop a desired solution.

Answer 29

classical, rationalistic, decision making processes (Rational Decision Making)

Question 30

is to recognize a problem or to see opportunities that may be worth while.

Answer 30

Decision making

The first step: recognize the problem

Question 31

 Will it really make a difference to our customers?
 How worthwhile will it be to solve this problem or realize this opportunity?
 You realize that a decision must be made.
 You then go through an internal process of trying to define clearly the nature of the decision you must make.
 This step is a very important one.

Answer 31

First step

recognise the problem

Question 32

Step 2

?????????????

Answer 32

Gather relevant information.

Question 33

 What is relevant and what is not relevant to the decision?
 What do you need to know before you can make a decision, or that will help you make the right one?
 Who knows, who can help, who has the power and influence to make this happen (or to stop it)?

Answer 33

Step 2

Question 34

 Most decisions require collecting pertinent information.
 The real trick in this step is to know what information is needed, the best sources of this information, and how to go about getting it.
 Some information must be sought from within yourself through a process of self-assessment;
 other information must be sought from outside yourself- from books, people, and a variety of other sources. This step, therefore, involves both internal and external “work”.

Answer 34

Step 2

Gather relevant information.

Question 35

 What alternative courses of action may be available to you?
 What different interpretations of the data may be possible?
 Through the process of collecting information you will probably identify several possible paths of action, or alternatives.
 You may also use your imagination and information to construct new alternatives.
 In this step of the decision-making process, you will list all possible and desirable alternatives.

Answer 35

Step 3

Identify alternatives by anlyzing the situation

Question 36

 In this step, you draw on your information and emotions to imagine what it would be like if you carried out each of the alternatives to the end.
 You must evaluate whether the need identified in Step 1 would be helped or solved through the use of each alternative.

Answer 36

Step 4

Weigh evidence.

Question 37

 Once you have weighed all the evidence, you are ready to select the alternative which seems to be best suited to you.
 You may even choose a combination of alternatives.
 Your choice in 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.
 Generate several possible options.
 Be creative and positive.
 Ask “what if ” questions.

Answer 37

Step 5

Choose among alternatives.

Question 38

 How would you like your situation to be?
 What criteria should you use to evaluate?
 Evaluate for feasibility, acceptability and desirability.
 Which alternative will best achieve your objectives?
 Explore the provisional preferred alternative for future possible adverse consequences.
 What problems might it create?
 What are the risks of making this decision?

Answer 38

Step 5

Choose among alternatives.

Question 39

 You now take some positive action which begins to implement the alternative you chose in Step 5.
 Put a plan in place to implement the decision.
Have you allocated resources to implement?
Is the decision accepted and supported by colleagues?
Are they committed to making the decision work?

Answer 39

Step 6

Take action.

Question 40

 In the last step you experience the results of your decision and evaluate whether or not it has “solved” the need you identified in Step 1.
 If it has, you may stay with this decision for some period of time.
 If the decision has not resolved the identified need, you may repeat certain steps of the process in order to make a new decision.
 You may, for example, gather more detailed or somewhat different information or discover additional alternatives on which to base your decision.

Answer 40

Step 7

Review decision and consequences.

Question 41

(customer behaviour - The decision-making process)

1-Information Search
2-Need Recognition & Problem Awareness
3-Evaluation of Alternatives
4-Purchase
5-Post-Purchase Evaluation

هل الترتيب هذا صحيح؟

Answer 41

False

1-Need Recognition & Problem Awareness
2-Information Search
3-Evaluation of Alternatives
4-Purchase
5-Post-Purchase Evaluation

هاذي اخر جزئية في المحاضرة

Question 42

 In going through this difficult internal process, you begin to favor certain alternatives which appear to have higher potential for reaching your goal.
 Eventually you are able to place the alternatives in priority order, based upon your own value system.

Answer 42

Step 4

Weigh evidence.