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8/6/2019 Case Methods in Decision Making-The Decion Maaker and Decision Making Styles- Jennifer Mejia
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By: JENNIFER BELMONTE MEJIABy: JENNIFER BELMONTE MEJIAPh. D. TEM StudentPh. D. TEM Student
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As a leader you're stuck with decisionmaking. It's your job to make decisionsthat are in the best interest of the wholeorganization. You must consider the
good of many, not of a few. This is a bigresponsibility and very often peopledon't appreciate your efforts. In fact,many times people get angry at youbecause of the decisions you make to
help them! Let's take a moment anddiscuss decision making style. Not thedecision itself, but style.
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The Decision Maker and Influencer
In the context of industrial goods marketing, there is
much theory, and even more opinion, expressed
about how the various `decision-makers' and
`influencers' (those who can only influence, notdecide, the final decision) interact. Decisions are
frequently taken by groups, rather than individuals,
and the official buyer often does not have authority
to take the decision. Miller & Heiman, for example, offered a more
complex view of industrial buying decisions
(particularly in the area of `complex sales' of capital
equipment).
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They see three levels of decision making:
'economic buying influence' - the decision-maker who can authorize the necessaryfunds for purchase
'user buying influences' - the people in the
buying company who will use the productand will specify what they want to purchase
'technical buying influence' - the `experts'(including, typically, the buying department)who can veto the purchase on technicalgrounds
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Webster and Wind, in a similar vein, identify six
roles within the `buying centre':
'users' - who will actually use the product or
service
'influencers' - particularly technical personnel
'deciders' - the actual decision-makers
'approvers' - who formally authorize the decision
'buyers' - the department with formal authority
'gatekeepers' - those who have the power to stop
the sellers reaching other members of the `buying
centre'
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Types of a Decision Maker
Decisive Decision Makers
Decisive decision makers are satisficers andunifocused. They collect limited information
and act quickly. Then they are unwaveringin supporting and sticking to their decisions.
This style of decision making requires self
confidence in ones gut feelings. It is oftenthe style of CEOs and successfulentrepreneurs.
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Type of Decision Maker
Flexible Decision Makers
Flexible decision makers are satisficers andmultifocused. They collect limited information
but are more flexible in choosing solutionsthan decisive decision makers. If the firstsolution they decide on falls short, they willselect another solution. As more informationbecomes available, they are quick to change
decisions based on the new information.Many small business owners use this style ofdecision making.
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Hierarchical Decision Makers
Hierarchical decision makers are maximizersand unifocused. They collect large amounts
of information and then select one bestsolution. They plan how to implement thesolution in detail and advance ofimplementing it.
This style of decision making is common ingovernment. Many USA presidents haveused it.
Type of Decision Maker
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Integrative Decision Makers
Integrative decision makers are maximizers
and multifocused. They collect and evaluate
information, but select more than one
solution. They may then use computerized
scenarios to test which solution works best.
Scientists are often integrative decisionmakers. They collect all the information they
can, determine several possible solutions
and then systematically test each solution.
Type of Decision Maker
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Systemic Decision Makers
Systemic decision makers blend
integrative and hierarchical styles in a two-step process. First they collect as much
information as possible for multiple
solutions. Then they prioritize solutions by
the best criteria from the information or
for their specific situation.
Type of Decision Maker
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Major Attributes to
ConsiderFour major attributes are important for
Stakeholder Analysis: the stakeholders position on the
reform issue, the level of influence (power) they hold,
the level of interest they have in the specific reform, and
the group/coalition to which they belong or canreasonably be associated with. These attributes are
identified through various data collection methods,
including interviews with country experts
knowledgeable about stakeholders or with the actual
stakeholders directly.
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Here is a step-by-step description of a method which can
be used for stakeholder analysis.
1. Draw up the chart
Prepare a chart on
electronic whiteboard,
or perhaps butcher paper,
like this:
You will notice that the chart has 6 columns. The fourcolumns in the middle need only be wide enough to
contain a three or four letter symbol. You need a little
more width in the right-hand column than in the left-hand
one.
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2. List stakeholders
Identify and list the stakeholders. Thesemay be individuals, or stakeholder groups,or some combination. If stakeholders canbe treated as a group, use groups. Themost effective way of doing this is to list asmany stakeholders as you can on a workingsheet of paper. Then transfer them to theleft hand column of the chart. It may help
to list them in rough order of importance. (You may change your mindabout their importance after this analysis.)
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3. Estimate attitude and confidence
For columns 2 to 5, work across thepage. Record your estimates of thefollowing in the columns. In order, theyare:
Column 2: Your best estimate of thestakeholder's attitude, from supportiveto opposed. I usually find it is adequate
to use a 5-category
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4. Plan your strategies for approaching andinvolving each person or group. Yourestimates in columns 2 to 5 help you to dothis. Your strategy is written in column 6. Itusually takes the form of obtaining moreinformation, or of involving the stakeholderin the planning for the change.
In general, question marks indicate a need formore information. The more question marks,and the more influence the person has, thegreater the need. On some occasions you will
choose to approach the personconcerned. On other occasions you mayinstead approach someone else who can beassumed to know about the person's attitude
or influence.
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For involvement, decide the extent. For
example:
involved only as informants consulted
directly involved in decision-making
involved as co-researchers and co-actors
or some similar categories.Where the stakeholder is a group rather than
an individual, you will probably want to
include in your decision the style ofparticipation appropriate: for example, direct
participation of everyone, or representation.
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http://www.scu.edu.au/schools/gcm/ar/arp/stake.html
http://www.scu.edu.au/schools/gcm/ar/arp/stake.html#a_sha_intro
http://www.strategicmarketsegmentation.com/5-decision-
making-styles/
http://www.top-web-entrepreneurs-plan-it.com/decision-
making-styles.html
Wikipedia Leadership and Management
http://leadershipmanagement.com
http://psychology.wikia.com/wiki/Decision_making
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