Institute of Graduate School

Course Title: Educational Leadership (EM 211)Topic: Tools and Techniques of Decision MakingReporter: Maerafe Soyosa ParceroProfessional Lecturer: Prof. Ferdinand C. Gimeno.

INTRODUCTIONINTRODUCTIONRunning a business or school, making

the right decisions can lead to success, while making the wrongs can result to failure. While there are a wide variety of decision-making techniques and tools, many tend to revolve around the same key principles of figuring out the decision that needs to be made, considering and researching the options and reviewing the decision once it's been made.

Statement of Statement of the Problemthe Problem

1. What are the tools and techniques of decision-making?

tool is any physical item that can be used to achieve a goal, especially if the item is not consumed in the process. Informally the word is use to describe a procedure or process with a specific purpose.

technique is a systematic procedure, formula, or routine by which a task is accomplished.

Definition of Definition of terms:terms:

III. III. Presentation/DiscussionPresentation/Discussion

Tools and Tools and techniques techniques of decision of decision

makingmaking

11. Nominal group technique (NGT)It is eliciting written questions, ideas, and reactions from group members. Consists of :>Silently generating ideas in written.>Round-robin presentation by group members of their ideas on a flip chart.>Discussing each recorded idea and evaluate.>Voting individually on priority ideas, with group solution being derived mathematically through rank ordering.

2. Delphi techniqueis a structured communication technique, originally developed as a systematic, interactive

  forecasting method which relies on a panel of experts.

Delphi Technique Delphi Technique communication Structurecommunication Structure

3. Brainstorming The idea generating technique wherein a

Group members meet and generate diverse ideas about the nature, cause , definition, or solution to a problem without regard to questions of feasibility or practicality. Through this technique, individuals are encouraged to identify a wide range of ideas. Usually, one individual is assigned to record the ideas on a chalkboard. Brainstorming may be used at any stage of the decision- making process, but it is most effective at the beginning, once a problem has been stated.

4. Multivoting A group decision-making

technique used to reduce a long list of items to a manageable number by means of a structured series of votes.

Benefits of MultivotingBenefits of Multivoting

R educes a listeduces a list

p rioritizes a listrioritizes a list

I dentifies important itemsdentifies important items

5. Pareto Analysis Is a formal technique useful

where many possible courses of action are competing for attention. In essence, the problem-solver estimates the benefit delivered by each action, then selects a number of the most effective actions that deliver a total benefit reasonably close to the maximal possible one.

Pareto Analysis – also known as the "80/20 Rule" – which is the idea that 20 percent of causes generate 80 percent of results. With this tool, we're trying to find the 20 percent of work that will generate 80 percent of the results that doing all of the work would deliver.

Pareto Analysis ExampleJack has taken over a failing service

center, with a host of problems that need resolving. His objective is to increase overall customer satisfaction.

He decides to score each problem by the number of complaints that the center has received for each one.

# Problem (Step 1) Cause (Step 2) Score (Step 3)

1 Phones aren't answered quickly enough. Too few service center staff. 15

2 Staff seem distracted and under pressure. Too few service center staff. 6

3 Engineers don't appear to be well organized. They need second visits to bring extra parts.

Poor organization and preparation. 4

4 Engineers don't know what time they'll arrive. This means that customers may have to be in all day for an engineer to visit.

Poor organization and preparation. 2

5 Service center staff don't always seem to know what they're doing.

Lack of training. 30

6 When engineers visit, the customer finds that the problem could have been solved over the phone.

Lack of training. 21

Jack then groups problems together (steps 4 and 5). He scores each group by the number of complaints, and orders the list as follows:

Lack of training (items 5 and 6) – 51 complaints.

Too few service center staff (items 1 and 42) – 21 complaints.

Poor organization and preparation (items 3 and 4) – 6 complaints.

6. Fishbone diagram (cause and effect)

Is drawn after a brainstorming session, the central problem is visualized as the head of the fish, with the skeleton divided into branches showing contributing causes of different parts of the problem.

Fishbone diagram (Cause and effect(

7. PMI ('Plus/Minus/Interesting)Weighing the Pros and Cons of a Decision.How to use:

Focused on selecting a course of action from a range of options and check that it is going to improve the situation draw up a table headed up with: 'Plus', 'Minus', In the column underneath 'Plus', write down all the positive results of taking the action. Underneath 'Minus' write down all the negative effects. .  In the "Interesting" column, write down all of the "interesting" implications and possible outcomes of taking the action.

PLUS MINUS INTERESTING

EXAMPLE (DANIEL’S PMI)Daniel's boss has unexpectedly

offered him a promotion. Daniel is excited about the opportunity, but he knows that there are several downsides to leaving his current team and taking on a new role. He decides to weigh the pros and cons of the decision using the PMI tool.

Plus Minus Interesting

Higher income (+4) Much more responsibility (-2) Challenge myself professionally? (+4)

Get to meet new people (+3) Likely to be more stress (-4) Will be living in a new area (+3)

Self-Confidence improves (+5) Have to sell house and move (-5)  

  Must learn how to manage others (-2)  

+12 -13 +7

Daniel scores the table as 12 (Plus) – 13 (Minus) + 7 (Interesting) = +6

For him, the promotion will be worth the stress and inconvenience that comes with the new role.

TOOLS AND TECHNIQUES TOOLS AND TECHNIQUES OF DECISION MAKINGOF DECISION MAKING

Nominal Group Technique (NGT)

Delphi Technique BrainstormingMultivotingPareto AnalysisFishbone DiagramPMI (Plus/Minus/Interesting)

IV. IMPLICATION

When it comes to making decisions, one should always weigh the positives and negatives consequences and should favor the positive outcomes. This avoids the possible losses to the organization and keeps the company running with a sustained growth. However, making the decisions and accepting its consequences is the only way to stay in control of your corporate life and time.

V. Referenceshttp://en.wikipedia.org/wiki/http://www.businessdictionary.com/definition/technique.htmlhttp://www.balancedscorecard.org/portals/0/pdf/descntls.pdfhttps://www.google.com.ph/url?sa=t&rct=j&q=&esrc=s&sourc=web&cd=3&cad=rja&uact=8&sqi=2&ved=0CCcQFjAC&url=h

ttp%3A%2F%2Fwww.siue.edu%2F~marlove%2FPowerpoint341%2FDecision_Making.ppt&ei=6NP9U9DXHOa2igKimYDoBQ&usg=AFQjCNFogTa6WM0zgDQHmCNtWdIE-TxN-A

http://www.mindtools.com/http://www.businessnewsdaily.com/6154-pareto-analysis.html

MAERAFE S. MAERAFE S. PARCEROPARCERO