What does it mean to manage as decision making?

Managers have to face a variety of choices, and different choices have different outcomes. However, many results were previously unpredictable, so this management process is a process of continuous selection and decision-making.

Herbert Alexander Simon, the only scholar who has won the Nobel Prize in Economics for his outstanding achievements in management theory and a representative of the Western school of decision theory, naturally also participated in the seminar. He put forward the idea that "management is decision-making".

According to Simon, an organization is a system of individuals who make decisions. Decision-making is implemented in the whole process of management, management is decision-making, and the first decision of any member of the organization is to participate or not to participate in the organization. He was making that decision.

In the process, it is necessary to compare the contribution he has made to the organization (labor or capital) with the inducements he receives from the organization. If the inducement outweighs the contribution, he participates. The zero point in this satisfying function (i.e., the break-even point) depends on the opportunity cost of participating in the organization.

When a person makes a decision to join an organization, his personal goals remain in place, but he takes a back seat to a subordinate position. Simon has pointed out in "Management Behavior" that the so-called integration with the organization refers to the process of individuals adopting the value criteria of organizational decision-making when making decisions, that is, replacing personal goals with organizational goals (organizational service purposes or organizational survival purposes), so to understand the structure and function of an organization, it is necessary to analyze the decision-making and behavior of its members and their influence by the organization, and it is necessary to study the complex decision-making network structure that affects the behavior of people. Simon attaches great importance to the issue of authority when studying the complex network structure of decision-making.

Simon's central idea is that managers should effectively use various forms of external influence to shape the character of their employees. Make them proactive, rather than being instructed by their superiors or acting according to the needs of the organization. He believes that the ideal state of a running organization is one in which all its members are willing to contribute to the improvement of the organization's efficiency by aligning their personal goals with the common goals of the organization.

In this way, the organization would only need to use authority in making the necessary adjustments, and the application of sanctions would not be significant.

Management is not the same as decision-making, management is about people or things, and decision-making is the decision and planning of certain things.

<>1. Management is decision-making is a famous saying of a famous American management scientist. Management is decision-making, and this definition hits the nail on the head of management. Because decision-making is the first step in doing anything in a business, that is, you have to decide what to do first, and then how to do it.

Decision-making is also the most laborious and risky core management work of an enterprise.

2. The behavior of managers is to master all management skills, apply them in appropriate situations, and devote their attention to new problems that need to be considered. For a qualified and excellent decision-maker, proficiency in programmatic decision-making is the basic premise; And how to use non-programmatic decision-making can often examine the decision-making level of decision-makers.

3. Decision-makers should use intuition, judgment and creativity to improve their ability of non-programmatic decision-making on the premise of proficient use of programmatic decision-making. So management is decision-making.

Decision-making is the process of analysis and judgment of choosing a reasonable plan from more than two feasible solutions in order to achieve a certain goal. That is, decision-making is the decision made by the decision-maker on what should be done and how it should be done after various considerations and comparisons.

This L-shaped decision-making model has no employee participation at all, let alone discussing with employees through the decision-making mode to improve employees' capabilities. Managers who are accustomed to this decision-making model tend to lead autocraticly.

Keeping a distance from employees and being controlled by the leader is the worst decision-making model. Sometimes, however, the leader is forced to adopt this decision-making model because of the time constraints, and if the leader does not know much about the matter, the L-shaped model runs the risk of failure in decision-making.

The L-shaped decision-making model is that the leader makes a decision on the matter, based entirely on his own knowledge and information about the matter, and makes decisions based on his experience and knowledge, without discussing or consulting with relevant subordinates. Confident leaders, who either believe that their subordinates are incompetent or are not accustomed to their subordinates' participation in decision-making, prefer to use this decision-making model.

d The first thing management needs is to make decisions in the face of a complex environment.

According to the test questions provided by the query question bank, there is a saying that "management is decision-making", which actually means that () a For managers, as long as they are good at making decisions, they will be able to achieve success. b The complexity and challenges of management are due to the complexity of decision-making. c Decision-making skills play a particularly important role in management success.

d The first thing management needs is to make decisions in the face of a complex environment.

Correct Answer: D Management first needs to make decisions in the face of a complex environment.

Management is the process of planning, organizing, directing and controlling the resources owned by an organization in a specific environment in order to achieve the established organizational goals.

The real meaning of "management is decision-making" is: the management process is the process of decision-making, and decision-making runs through the entire process of management, such as the enterprise to make a plan is a decision, the design of the organizational structure is a decision, the organization is equipped with cadres in Huiqing is a decision-making, and it is also a decision to take measures to correct deviations when implementing management control.