PHILIPPINE CHRISTIAN UNIVERSITY

Graduate School of Business and Management

REFLECTION PAPER

In partial fulfillment of the course requirement in

COURSE:

HUMAN RESOURCE MANAGEMENT

PRESENTED TO:

Bishop Dr. Alexander L. Arceno

PRESENTED BY:
Anie B. Abad, LPT

Master of Management Major in Educational

Management

DATE:
November 5, 2023
 Reflection Paper
TOPIC: Decision Making and Problem Solving 2

The Nature of Decision Making

Selecting one from the various alternatives is called decision making.

When trying to make a good decision, a person must weigh the
positives and negatives of each option and consider all the best
possible alternative. We always face so many instances where we need
to come up a good decision. In an organization, company, your
workplace and even at home. In making decisions the choices that we
make is not always the best but it’s the appropriate for the situation
we are facing.
Problem solving is finding an answer to a question, act of defining a
problem; determining the cause of the problem; identifying,
prioritizing, and selecting alternatives for a solution; and
implementing a solution. To find an effective solution to a problem we
should always define what is the problem. Always remember that
there is no one-size-fits-all problem-solving process. But at the end of
the day in every problem it has its solution.

There are types of decision making these are: Programmed decision -

are based on pre-defined guidelines and procedures and are quickly
taken by referring to the rules laid down earlier. It is less time
consuming. Taken for routine activities and operations. Whereas non-
programmed decisions have a pre-determined basis and criteria that
help in taking decisions as they are taken about the problems or
changes that are new to the business. Here decisions take more time
as they require greater data collection, research, analysis, and
interpretation to take viable and logical decisions. It is also unique
and new to the business.

The rational approach to decision making, assumes that managers

follow a systematic, step-by-step process. It further assumes that the
organization is dedicated to making logical choices and doing what
makes the most sense economically and that it is managed by decision
makers who are entirely objective and have complete information.
Steps in Rational Approach
1. State the Situational Goal – here we should state a goal for a
particular situation. Some decision-models do not begin with a
goal. However, it is advisable because it can be used as a
standard in determining whether there is a decision to be made
later.
2. Identify the Problem - In this phase, the problem requiring
decision is recognized and diagnosed. It involves understanding
the nature, magnitude and causes of the problem. The purpose
of problem identification is to collect information that has a
bearing on the goal.
3. Determine the Decision Type- Now decision- makers must
determine if the problem requires a programmed or a non-
programmed decision. If a programmed decision is required, an
appropriate decision rule invoked, and a choice is made from the
available alternatives.
4. Generate Alternatives- The next step in making a non-
programmed decision is to generate alternatives. Here, decision-
makers generate alternatives since their education-academic as
well as professional, experience and knowledge about the
situation.
5. Choose an Alternative- Each alternative is assessed in terms of
its Strengths and weaknesses, costs, and benefits as well as
possible negative consequences keeping in mind predetermined
decision criteria. The positive consequences must be weighed
against negative consequences.
6. Choose an Alternative- This is the most crucial step in the
decision-making process. It involves selecting the best
alternative with maximum positive consequences, least or no
negative outcomes, less risks, and minimum costs.
7. Implement the Plan- Once a decision is formally accepted, an
authorization is made for its implementation. Implementation
puts the decision into action and involves communicating the
decision, gathering support for, and acquiring and assigning
resources to ensure that it is carried out.
8. Control- this is the final stage of rational decision-making
process, wherein, the outcomes of the decision are measured a
id compared with the predetermined, desired goals. If there is a
discrepancy between the two, the decision-maker may restart the
 process of decision-making by revising/modifying/setting new
goals.

This approach has several strengths and weaknesses. It forces the

decision-maker to carefully think a decision in a logical, sequential
manner and an in-depth analysis of alternatives helps him to choose
based on information rather than personal prejudices, emotions or
social pressure.

However, its weaknesses are that the manager does not always have
perfect information faces time and financial constraints, may have
limited ability to process information and may not be able to predict
future accurately. Also, all the alternatives cannot be quantified
making comparisons difficult.

The Behavioral Approach, this assumes that decision-makers operate

with bounded rationality rather than with the perfect rationality
assumed by the rational approach. Bounded rationality is the idea
that decision makers cannot deal with information about all the
aspects and alternatives pertaining to a problem and therefore choose
to tackle some meaningful subset of it.

Thus, this process exhaustive nor completely rational and therefore,

solutions arrived at are not entirely ideal. Decision-makers operating
with bounded rationality limit the inputs to the decision-making
process, focus their attention on two or three most favorable
alternatives (especially if there is a time constraint), process these in
detail and base their decisions on judgement and personal biases as
well as logic.

According to Janis-Mann conflict model of decision-making, a person,

when faced with a problem, analyzes the situation by seeking feedback
(often negative) and asks himself/herself whether the risks involved
are serious if he or she does not make a change.

If he can’t find a solution, the person will continue his/her present

activities. In which entails continuing with current activities if doing
so does not entail serious risks.
On the other hand, if the risks involved are serious, if the person does
not make a change, the person will take necessary action to bring
about a desirable change. This situation is known as uncomplicated
change which involves making changes in present activities if doing so
presents no serious risks.

On the other hand, if the risks involved are serious, if the person does
not make a change, the person will take necessary action to bring
about a desirable change. This situation is known as uncomplicated
change which involves making changes in present activities if doing so
presents no serious risks.