Leeruitkomste 1: I.K Forbes

Definieer besluitneming en verduidelik die rol vir bestuurders en werknemers:

Ons neem almal daagliks besluite, alhoewel ons nou nie elke dag besluite neem rakend besighede nie, neem ons tog persoonlike besluite. Dit doen jy wanneer jy besluit watter t-hemp, broek en skoene jy vandag gaan aantrek of selfs wat jy vir ontbyt sal eet. 

Besluitneming: Verwys egter na die aksie of proses wat ons volg wanneer ons belangrike besluite moet neem. 

Besluitneming bestaan dus uit vier stappe: 

1. Definieer die probleem wat jy ervaar

2. Jy moet die nodige inligting versamel

3. Jy moet alternatiewe idees genereer

4. Jy moet die verkoop van 'n aksie verkies

Die rol van besluitneming vir bestuurders en werknemers is as volg:

Beide die bestuurder en werknemer baseer verskillende soorte besluite op die aard van die probleem wat hulle moet op los, moontlike oplossings en die graad van die risiko betrokke. 

Leeruitkomste 2: K. Pofadder 

Bespreek die kondisies/toestande van sekerheid, risiko en onsekerheid waaronder besluite geneem word:

Problem solving decisions are made under three different conditions such as certainty, risk and uncertainty. All companies make decisions under each of these conditions, but risk and uncertainty are common to the more complex and unstructured problems faced by top managers. 

Certainty:

When managers have perfect knowledge of all the information they need, to make a decision, then decisions are made under the condition of certainty. This condition is ideal for problem solving. The challenge is to study the alternatives and choose the best solution. 

When problems arise on a regular basis, a manager may address them through standard or prepared responses, which are named, programmed decisions. The solutions are already available from past experiences and they are appropriate for the problem at hand. A good example is the decision to reorder inventory automatically when stock falls below a determined level. Today, a lot of programmed decisions are being assisted or handled by computers using decision-support software. 

Structured problems are familiar, straightforward and clear with respect to the information needed to resolve them. Managers can often anticipate these problems and plan to prevent or solve them. For example, personnel problems are common in regard to pay raises, promotions, vacation requests and committee assignments, as examples. Managers can plan processes for handling these complaints effectively before they even occur. 

Risk: 

The manager lacks complete information in a risk environment. This condition is more difficult. The problem and alternatives may be understood, but the manager has no guarantee how each solution will work. Risk is a fairly common decision condition for managers.

When new and unfamiliar problems come up, non- programmed decisions are specifically customized to the situations at hand. The information needs for defining and resolving nonroutine problems are typically high. Even though computer support may assist in information processing, the decisions will most likely involve human judgement. Most problems that high-level managers face, demand non-programmed decisions. This fact explains why the demands on a manager's conceptual skills increase as he or she moves into higher levels of managerial responsibility.

A crisis problem is an unexpected problem that can lead to disaster if it is not resolved quickly and appropriately. Crises can not be avoided by organizations and the public is well aware of the immensity of corporate crises in the modern world. The Chernobyl nuclear plant explosion in tge former Soviet Union and the Exxon Valdez spill of years past are a couple of sensational examples. Managers in more progressive organizations do anticipate that crisis, unfortunately, will occur. These managers have started installing early-warning crisis information systems and have also developed crisis management plans to deal with these situations in the best ways possible.

 Uncertainty:
In a uncertain environment, information is so poor that managers can not even assign probabilities to the likely outcomes of alternatives. This is the most difficult condition for managers. Decision making under conditions of uncertainty is like being a pioneer in a explored territory. Uncertainty pressurize managers to rely heavily on creativity in solving problems. It requires unique and often totally innovative alternatives to existing processes. Groups are frequently used for problem solving in such situations. In all cases, the responses to uncertainty depend greatly on intuition, educated guesses and hunches-all of which leave considerable room for error.

These unorganized problems involve ambiguities and information deficiencies and often occur as new or unexpected situations. These problems are most often unexpected and are addressed reactively as the occur. Unexpected problems require novel solutions. Proactive managers are sometimes able to get a jump on unexpected problems by realizing that a situation is vulnerable to problems and then making contingency plans. For example, at the Vanguard Group, executives are tireless in their preparations for a variety of events that could disrupt their mutual fund business. Their biggest fear is an investor panic that overloads their customer service system during a major plunge in the bond or stock markets. In anticipation of this occurrence, the firm has trained accountants, lawyers and fund managers to staff the telephones if needed.

Leeruitkomste 3: J. Nawrattel

Beskryf die eienskappe van die tipes besluite: Roetine, aanpasbare en innoverende besluite:

Roetine besluite:  

Die standaard keuses wat gemaak word in 'n reaksie op relatief goed gedefinieerde en algemene probleme met alternatiewe oplossings. Bv, Jy kies om 'n recording van jou presentation te maak. Die probleem wat jy ondervind wanneer jy hierdie recording te maak, is dat jou kamera weg is. Jy het nie tyd om die kamera te soek nie, en dit is te duur om te vervang met 'n nuwe een. Die oplossing vir hierdie probleem is om die gehoor van die presentation in kennis te stel dat jy 'n skype meeting gaan hê, dmv jou rekenaar en sodoende jou presentation gaan lewer. 

Roetine besluite kan gemaak word onder gevestigde reëls of standaard prosedures. Bv, wanneer iemand 'n recording kan maak en daar is nie 'n kamera of 'n toestel beskikbaar om dit te doen nie, is daar n prosedure wat jy kan gebruik om hierdie probleem op te los. Die standaard oplossing kan dan wees dat jy net 'n presentation lewer met die gehoor wat daar sit. 

  Aanpasbare besluite: 

Keuses gemaak in reaksie op 'n kombinasie van redelike ongewone en onbekende probleme met alternatiewe oplossings. Bv, Die bemarkings maatskappy se kantoor vloed, hulle ervaar dan 'n ongewone krisis en moet hulle vinnig reageer om hierdie probleem op te los. 

Behels dikwels die aanpassing of verbetering van vorige roetine besluite en gebruike. Bv, die maatskappy gaan voorsorg tref dat so situasie nie weer opduik nie, en wanneer dit doen, weet al die mense wat om te doen en wie hulle kan bel. 

Aanpasbare besluite is vir die verbetering van die maatskappy. 

Innoverende besluite: 

Keuses gebaseer op die ontdekking, identifisering en diagnosering van ongewone en onduidelike probleme en die ontwikkeling van unieke of kreatiewe alternatiewe oplossings. 

Oplossings behels 'n reeks klein, interafhanklike besluite wat oor maande of selfs jare strek 

Leeruitkomste 4: T. Moloi

Explain how goals affect decision-making:

The decision making process is triggered by two things: A search for better ways to establish goals and an effort to discover new goals, revise current goals or drop old goals. This affects which decision you are going to choose and that means, your goals affect which decision you are going to make. 

For example, you are a CEO of Standard Bank and your goal is to make a profit of R1 million in 2019. How are you going to reach your goal? Firstly you have to be realistic, in order to make a profit R1 million, which means that you have to make a profit of about R840 000 per month. In the first month you have to make R500 000. This feedback should serve as a powerful incentive to asses your efforts so far and determine how to avoid the same results in the next month. In order to reach your goal, you will have to search for better ways to achieve your goals and make a decision. Which one will be easier for you? The result will also motivate you and make you plan better and make better decisions. 

When you want to make a decision that means you have other alternatives, how will you make a decision? For example, you want to be an entrepreneur who decorates muffins, you are unsure whether you should sell them at the university or at the mall. You have to choose one of the locations that will be better. To formulate your answer you have to consider the alternative path to achieve your general goal, which will be making a profit. University students don't have a lot of money, because they are unemployed. People who visit the mall oftenly will most probably have money and they will be able to afford your product. If you want to reach your goal, which is profit, you will rather sell your muffins at the mall.

Leeruitkomste 5: I. Thompson

Differentiate between the rational, bounded rationality and political models of decision-making:

Rational model
The rational model consists of steps that individuals,teams and groups should follow to increase the likelihood that their decisions will be logical.The rational model make use of facts and information,analysis and step-by-step procedure to come to a decision. The rational model is used to maximize your outcome it consist of seven steps and starts with defining and diagnosing the problem then it moves through steps to follow and controlling

Bounded rationality model
The bounded rationality is the idea that we make decisions that are rational,but within the limits of the information available to us and our mental capabilities. It explains why individuals make different decisions  even when they have the exact same information. It emphasizes the limitations of rationality and provides a better picture of our day-to-day decisions made by most people

Political model
The decision making process is described by the political model in terms of particular interests and goals of powerful external and internal stakeholders. The political model views decisions making as a process of conflict revolutions and consensus building and deciding as products of compromise. The political process mostly occur when decisions involve powerful stakeholders,disagreement over choice of goals and people who aren't searching for alternative solutions.