Realistically, managers operate in an environment that normally doesn't provide ideal resources.
For example, they may lack the proper budget or may not have the most accurate information or any extra time.
However, successful problem solving requires thorough examination of the challenge, and a quick answer may not result in a permanent solution.
Thus, a manager should think through and investigate several alternative solutions to a single problem before making a quick decision.
The results of dozens of individual‐versus‐group performance studies indicate that groups not only tend to make better decisions than a person acting alone, but also that groups tend to inspire star performers to even higher levels of productivity. The answer depends on several factors, such as the nature of the task, the abilities of the group members, and the form of interaction.
Because a manager often has a choice between making a decision independently or including others in the decision making, she needs to understand the advantages and disadvantages of group decision making.This technique is useful because it ensures that every group member has equal input in the decision‐making process.It also avoids some of the pitfalls, such as pressure to conform, group dominance, hostility, and conflict, that can plague a more interactive, spontaneous, unstructured forum such as brainstorming. With this technique, participants never meet, but a group leader uses written questionnaires to conduct the decision making.The decision‐making process involves the following steps: The decision‐making process begins when a manager identifies the real problem.The accurate definition of the problem affects all the steps that follow; if the problem is inaccurately defined, every step in the decision‐making process will be based on an incorrect starting point.(See Table for some examples of symptoms.) These symptoms all indicate that something is wrong with an organization, but they don't identify root causes.A successful manager doesn't just attack symptoms; he works to uncover the factors that cause these symptoms. To do so, managers need to have the ideal resources — information, time, personnel, equipment, and supplies — and identify any limiting factors.Regardless of the method used, a manager needs to evaluate each alternative in terms of its After a manager has analyzed all the alternatives, she must decide on the best one.The best alternative is the one that produces the most advantages and the fewest serious disadvantages.So, they must choose to satisfice — to make the best decision possible with the information, resources, and time available.Time pressures frequently cause a manager to move forward after considering only the first or most obvious answers.