DECISION MAKING

Tim Manajemen Keperawatan

FIK Unpad Bandung

Definisi

React to problem
Proses memilih alternatif penyelesaian
yg dianggap benar sesuai tujuan
organisasi institusi
Choosing a particular course of action
from among alternatives

3 major phases in the D-M process

(Herbert A.Simon)
1.

Intellegence Activity

2.

Design Activity

3.

Choice activity

consisting of
searching the environment for conditions
called for decision making
inventing,developing,
and analyzing possible courses of action take
place
selecting a particular
course of action from among those available

Model

Model Rasional
Model Kreatifitas
Model Intuisi

Model Rasional

a/ keputusan yang dilakukan

berdasarkan langkah pengambilan
keputusan tdd :

Penetapan masalah sbg prioritas

Identifikasi Kriteria
Pembobotan kriteria
Alternatif
Evaluasi alternatif

Rasional (Noone)
1.
2.
3.
4.
5.
6.
7.

Tanggap thd stimulus

Evaluasi stimulus yang ada
Pilih stimulus yg sgt memerlukan perhatian
segera
Kumpulkan informasi dari stimulus yang
menjadi pilihan
Evaluasi keputusan yang akan diambil dari
segi keuntungan dan kerugian
Laksanakan pilihan alternatif keputusan
Kontrol dan revisi

Model Kreatifitas

Keputusan diambil berdasar

kemampuan bakat manajer sesuai
dgn keahliannya
Aspek yang menunjang
1.
2.
3.

Keahlian
Keterampilan berfikir kreatif
Motivasi tugas-intrinsik

Model Intuisi

Berlandaskan kekuatan dari

kepribadian/bakat sejak lahir

Traditional Problem solving Process

1.
2.

3.
4.
5.
6.
7.

Identify the problem

Gather data to analyze the causes and
consequences of the problem
Explore alternative solutions
Evaluate the alternatives
Select the appropriate solution
Implement the solution
Evaluate the results

The Managerial Decision Making

Process
1. Set Objectives
2. Search for alternatives
3. Evaluate alternatives
4. Choose
5. Implement
6. Follow up & Control

THE STAGES of DECISION MAKING

(Mintzberg)
1. The Identification phase recognition of a problem or
opportunity arises and diagnosis is made
2. The Development phase a search for excisting
standard procedures or solutions already in place or
design of a new,tailormade solution

3. The Selection phase

the choice of a solution is made
3 ways of
making this selection :
* by the judgement of the decision maker
on the basis of of experience or intuition
rather than logical analysis
* by analysis of the alternatives on a logical,
systematic basis
* by bargaining when the selection involves a
group of decision makers and all political

The Managerial Decision Making Process

1.
2.
3.
4.
5.
6.

Set Objectives
Search for alternatives
Evaluate alternatives
Choose
Implement
Follow up & Control

Faktor Penentu
1.
2.
3.
4.

Landasan masa lalu

Landasan masa kini
Landasan masa depan
Ketersediaan informasi dgn
menggunakan teknologi informatika

Alternative
Actions

Possible
consequences
Numbers of nurses

Team Nursing

Varians of clinical
credibility
Leadership skill

Decision
point
Case methods

Comprehensive
care skill
Nurses:patients ratio
Clinical credibility

Decision tree on organizing care delivery

Teknik Pengambilan
Keputusan
1.
2.
3.
4.
5.
6.

Pareto analysis
Paired comparison analysis
Grid analysis
Plus-minus implications
Force-field analysis
Cost/benefit analysis

ROLE of the Individual in Decision

Making

depends on

Values and Decision Making

Life Experiences
Individual Preference and
Risk
Way of Thinking

Critical elements in Decision Making

Lack of clear objectives

Faulty Data Gathering
Lack of Self-awareness
Generating Limited Alternatives
Faulty Logic :
Overgeneralization,Affirming the
consequences,Argument from Analogy
Inability to choose and act

Etika

Ethics : Moral philosophy, science of judging the relationship

of means to ends, the art of controlling means so they will
serve human ends

it involves conflict,choice ,conscience

Conflict

choices between conflicting Alternative

influenced by values
Ethical choices must also consider wants,needs & rights

Etika

3 kriteria
1.

2.

3.

Utilitarian : keputusan diambil berdasar

atas kebaikan terbesar bagi jumlah
terbesar
Hak : kriteria ini mempersilakan untuk
mengambil keputusan sesuai dgn
piagam hak asasi
Keadilan : keputusan diambil berdasar
aturan menghasilkan keputusan adil

TYPE OF DECISION MAKING PROCESS

1.

Autocratic I
The manager solves the problem or make decision herself,using
whatever informations is available to her at a time

2.

Authocratic II
The manager, obtains necessary information from subordinate and
then makes the decision herself

3.

Consultive I
The manager discuss the problem with subordinate
individually,obtaining information & suggestion from them without
bringing them together as a group. The manager then make decision
that may or may not represent opinion of the subordinate

4. Consultive II
The manager discuss the problem with subordinate as a
group, in order to obtain their ideas and suggestion,
Manager then makes decision that may or may nor reflect
the sub ordinate influence
5. Group
The manager acting as a discussion leader, discuss the
problem with subordinates as a group, the group decides
what actions is to be taken and the manager accepts
whichever solution has the support of the total work
group

VARIABLES THAT DETERMINE which of the

five decision-making style is APPROPRIATE
1.

2.

3.
4.

5.
6.

7.

The importance of the quality of the decision for the succes of

the organization
The amount of information and skill the manager has to make
decision
The amount of structure involved in the problem
The degree to which the subordinatecomitment to the
implementation of the decision is importantij
The possibility of subordinate conflict over the decision
The likelihood that a managers autocratic decision would be
accepted
The commitment of the subordinates to the goals of the
organization

CRITICAL AREAS of DECISION MAKING

TIME
Quality of the DECISION
ACCEPTANCE of the DECISION