MINDORO STATE UNIVERSITY- BONGABONG CAMPUS

COLLEGE OF CRIMINAL JUSTICE EDUCATION

LEADERERSHIP, DECISION MAKING, MANAGEMENT AND ADMINISTRATION

PART 1 -POLICE ORGANIZATION AND ADMINISTRATION

ORGANIZATION
- a system of coordinating activities of a group of people working in a concentrated
manner towards
- normally structured on a superior-subordinate relationship
- association of people with common goals and objectives
-a common goal under authority and leadership

Police Organization
- a group of trained personnel in the field of public safety administration engaged in
the achievement of goals and objectives that promotes the maintenance of peace and
order, protection of life and property, enforcement of the laws and the prevention of
crimes.

Law Enforcement Agency

- pertains to an organization responsible for enforcing the laws
-collective term for professionals who are dedicated to upholding and enforcing the
laws and statutes that are currently in force in a given jurisdiction.

Organizational Structure
- the systematic arrangement of the relationship of the members, positions,
departments and functions or work of the organization.
-it is comprised of functions, relationships, responsibilities and authorities of
individuals within the organization.

Organizational Chart
- an illustration in the form of a chart which represents the organizational structure
-the mechanical means of depicting the organizational structure.

TYPES OF ORGANIZATIONAL STRUCTURE

1. Line Organization or Military Type

- This structure is considered as the oldest and simplest type which is defined by its
clear chain of command from the highest to the lowest and vice versa.
2. Functional Organization
- organization with this type is structure according to functions and specialized units in
which responsibilities are divided among all accountable authorities.
3. Line and Staff Organization
- a combination of the line and functional type of organization. It combines the flow of
information from the line structure with the staff departments which are generally
more formal in nature and has many departments involved.

Administration
- is an organizational process concerned with the implementation of objectives and
plans and internal operating efficiency. It connotes bureaucratic structure and
behavior, relatively routine decision making and maintenance of the internal status
quo.
Administration
- refers to actions which are concerned with coordinating and managing an
organization or organization's work. Administration is essential to ensure that all
departments within the organization work effectively
It is the link between the managers and the workers.

PRINCIPLES OF ORGANIZATION

1. Scalar Principle
- This principle requires a vertical hierarchy of an organization which defines the
unbroken chain of units and command from top to bottom describing explicitly the
flow of authority

a. Unity of Command
- dictates that there should only be ONE MAN commanding the unit to ensure
uniformity in the execution of orders.
b. Span of Control
- It states that a senior police officer should be provided with men not more than what
he can effectively direct. This implies the number of subordinates the one superior can
effectively supervise.

Four (4) combined factors for effective span of control:

1. managerial ability of the superior

2. effectiveness of organizational communication system
3: effectiveness of management control exercised over operations;
4. organizational philosophy on centralization versus decentralization of authority and
function

c. Delegation of Authority
- conferring or assigning of certain specified authority by a superior to a subordinate.

2. Line and Staff Principle

- It implies a system of varied functions arranged into a workable pattern. provides an
orderly arrangement of functions so that objectives can be accomplished effectively. It
states that operational units are responsible for the direct accomplishment of the
objectives while the administrative units are responsible for support or advisory
functions that facilitate the capacity of the operational units.

Two basic structures in organization under line and staff:

a. line structure/organization - refers to the direct accomplishment of objectives
- those having relatively unlimited authority over those to whom orders are given are
considered line officials
b. staff structure/organization - refers to organizations operating in an advisory or
facilitative capacity
- those having authority restricted to their functional area are called staff officials
3. Principle of Functional Definition - holds that functions that are similar should be
grouped together organizationally. Work may be divided according to type, place, time
and specialization. It is also referred to as Principle of Division of Work or Grouping
Like Functions.
Functions are Similar When:
a. the same level of authority is required for their execution;
b. responsibility for them is executed at the same time or in the same place; and

Specialization
- the assignment of particular personnel to particular tasks which are highly technical
and require special skills and training.

4: Principle of Balance
- Application of the principles of organization must be balanced to ensure the
effectiveness of the patrol force in accomplishing its objectives.
5. Principle of Absolute Responsibility
- It states that the responsibility for performance of the deputy chief to the chief of
police is absolute (unconditional) and vice versa, and that the chief of police cannot
escape his accountability-on the activities performed by his subordinates.
6. Principle of Flexibility
- It states that there is higher tendency that the PNP can fulfill its purpose if the
organization receives more provisions for flexibility (adaptability)
7. Authority Level Principle
- is based on the premise that authority exists within an organization at all levels and
that only those decisions that cannot be made at a given level because of lack of
authority should be referred upward for resolution.
Decisions within the authority of the police station commanders should be made by
them and should not be referred to their superiors, such as the police district member
(or PNP provincial director).
8. Principle of Parity and Responsibility
- The responsibility of the head of a particular section for the actions of his men
cannot be greater than that implied by the authority he has delegated nor should it be
less
9. Principle of Unity of Objectives
- Every police officer should play a part in the attainment of the objectives of the
police organization.
10. Principle of Organizational Efficiency
- This principle requires that in order that the PP organization is effective, it must be
structured in a certain manner to accomplish the objectives with a minimum cost.
11. Principle of Hierarchy Of Authority
- entails the superior-subordinate relationship throughout the department, wherein a
superior officer supervises the subordinates under his command
12. Command Responsibility
- dictates that immediate commanders shall be responsible for the effective
supervision and control of their personnel and unit.

FUNCTIONS IN POLICE ORGANIZATION

1. Primary Or Line Functions

- functions that carry out the major purposes of the organization, delivering the
services and dealing directly with the public
2. Staff/Administrative Functions
- functions that are designed to support the line functions and assist in the
performance of the line functions,
3. Auxiliary Functions
- functions involving the logistical operations of the organization.
-examples are communication, maintenance, records management, supplies and
equipment management

ORGANIC UNITS IN POLICE ORGANIZATION

1. Operational Units
- those that perform primary or line functions. Examples are patrol, traffic,
investigation and vice control.
2. Administrative Units
- those that perform the administrative functions. Examples are personnel, finance,
planning and training.
3. Service Units
- those that perform auxiliary functions. Examples are communication, records
management.

THEORIES OF POLICE SERVICE

1. Continental Theory
a. Policemen are considered servants of a higher authority.
b. Ordinary people have little or no share in all of the police duties, nor have any
direct connection with the police functions.
c. This theory is applied in countries that have centralized government.
d. This theory prevails in the continental countries like France, Italy and Spain.

2. Home Rule Theory

a. Police are considered servants of the community.
b. Effectiveness of the policemen in their functions depends on the express wishes of
the people.
c. Policemen are civil employees whose primary duty is the preservation of the public
peace and security. This is applied in countries that have decentralized government
structure.
d. This theory prevails in England and United States

CONCEPTS OF POLICE SERVICE

1. Old Concept
a. Police is looked upon as a repressive machinery of the government.

b. Punishment, which is, throwing more people in jail rather than keeping them out of
jail, is the sole instrument crime control.
c. The yardstick of police efficiency is more arrest. Thus, the job of the police is to
arrest and put people in jail rath than keep them out of jail

3. Modern Concept
a. Police is an instrument for crime prevention
b. It is not only focused on criminal apprehension but includes social services
c. Objective of the police is to promote the welfare of the individual citizen as well as
the society in general.
d. The yardstick of police efficiency is the absence of crime.

PART 2 – MANAGEMENT

Management
- is a set of principles relating to the roles of planning, coordinating, directing and
regulating and the implementation of those principles in the efficient and effective use
of physical, financial, human and information capital to achieve organizational
objectives.
- it pertains to the utilization of available resources in an organization to achieve its
organizational objectives.
- It also refers to the process of directing and facilitating the work of people organized
in formal groups in order to achieve a desired goal. It is concerned in placing the right
people on the right job and in maintaining a satisfied work force.

ELEMENTS OF MANAGEMENT

1. Authority
- is the right to command and control the behavior of employees in lower positions
within an organizational hierarchy. A particular position within an organization carries
the same regardless of who occupies that position.

SOURCES OF MANAGEMENT AUTHORITY

1. Law
2. Tradition
3. Delegation

Three Types of Authority

1. Line Authority
- gives a manager the right to direct the work of his or her employees and make many
decisions without consulting others, Line managers are always in charge of essential
activities such as sales, and they are authorized to issue orders to subordinates down
the chain of command.

2. Staff Authority
- supports line authority by advising, servicing, and assisting, but this type of
authority is typically limited
3. Functional Authority
- is authority delegated to an individual or department over specific activities
undertaken by personnel in other departments. Staff managers may have functional
authority, meaning that they can issue orders down the chain of command within the
very narrow limits of their authority.
2. Responsibility
– means that the management shall be held accountable for whatever result that
may arise in the exercise of authority. Thus, responsibility limits the exercise of one's
authority.

Command Responsibility
- the doctrine that imposes commensurate accountability to one who is vested with
management and leadership functions.

MANAGEMENT FUNCTIONS

1. Planning
- refers to the determination in advance of how the objectives of the organization will
be attained. Deciding in advance what to be done.

2. Organizing
- involves the determination and allocation of the men and women as well as the
resource of an organization to achieve pre-determined goals or objectives of the
organization. It assists in deciding the tasks to be performed, how to do them, how to
organize/arrange the tasks and where/when to make decisions.

3. Directing/Leading
- involves the overseeing and supervising of the human resources and the various
activities in an organization to achieve through cooperative efforts the pre-determined
goals or objectives of the organization.
This requires that subordinates be given instructions and motivated to achieve their
goals.

4. Staffing
- the task of providing competent men to do the job and choosing the right men for
the right job. It involves good selection and processing of reliable and well-trained
personnel.

5. Controlling - involves the checking or evaluation and measurement of work

performance and comparing it with planned goals or objectives of the organization,
and making the necessary corrective actions so that work is accomplished as planned

6. Reporting
- the making of detailed account of activities, work progress, investigations and
unusual in order to keep everyone informed or what is going on.
7. Budgeting
- the forecasting in detail of the results of an officially recognized program of
operations based on the highest reasonable expectations of operating efficiency.
Supervision
- implies overseeing the work of subordinates by their superiors; it is the act of
watching and directing work and workers
Motivation
- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work;
positive, negative, monetary, non-monetary incentives may be used for this purpose.
PRINCIPLES OF MANAGEMENT
Henry Fayol was a French coal mine engineer who is recognized as the father
- division of work lead to specialization

1. Division of work - the objective of division of work is to produce more and better
work with the same effort
- specialization lead to efficiency
efficiency results in improvement in productivity and profitability

2. Balancing Authority and Responsibility - there should be balance between power

and duties

3. Discipline - means respect for the rules and regulations of the organization
- outward mark of respect between the organization and its employees

4. Unity of Command - a superior must have and receive orders only from one
superior
- a subordinate must report to only one superior
- dual subordination can create problems in an organization

5. Unity of Direction - expressed as one head and one plan for a group of activities
having the same objective

6. Subordination of Individual Interest to the General Interest

- the general interest should e given the most importance
- the organizational goal should take priority

7. Remuneration of Personnel
- the price of the services rendered
- should be fair and satisfying to both the personnel and the organization
- compensation should be based on a systematic attempt to reward good performance

8. Centralization - authority is concentrated only in a few hands

- managers should retain final responsibility but should give subordinate enough
authority to the tasks successfully

9. Initiative - managers should encourage their employees to make and execute their
own plans
- allowing employees to take initiative gives satisfaction and to employees

10. Scalar Chain - also called the chain of command

- the formal line of authority. Communication, and responsibility within the
organization
- usually depicted in an organizational chart, which identifies the superior and
subordinate relationships. in the organizational structure
- instructions flow downward and accountability flows upward along the chain of
command

11. Order - there must be an orderly placement of the resources in the organization
- men and women (personnel), money, materials, machine, methods and time are
examples of resources in the organization
- human and material resources must be in the right place at the right time
- order for things is called material order
- order for people is called social order

Two Types of Order

a. Material order - a place for everything and everything in its place
b. Social order - the selection of the right people in the right place

12. Equity - a combination of kindness and justice

- creates loyalty and devotion in the employees toward the organization
- superiors must be kind but fair to the subordinates

13. Stability of Tenure of Personnel - refers to job security of employees

- employers must give sufficient time for their employees to settle into their jobs and
to learn their job to become efficient

14. Esprit De Corps - means team spirit

management should create a culture of unity, cooperation and harmony among
employees

VERTICAL MANAGEMENT - also called top-down management

- refers to the various levels of management within an organization

TYPES OF MANAGERS ACCORDING TO LEVEL

1. Top Level Manager
- also called top managers
- the "bosses" of the organization
- ultimately responsible for the long-term success of the organization
- they set long-term goals and define strategies to achieve them
- the positions titles are president, CEO, Chief, etc.

2. Middle Manager
- the links between the top managers and the first-line managers specific objectives
and programs for first-line managers
- middle managers receive broad strategic plans. from top managers and turn them
into operational blueprints with
- the position titles are department head, chief supervisor etc.

3. First-Line Manager
- the entry level of management
- the individuals "on the line" and in the closest contact with the workers
- they are directly responsible for making sure that organizational objectives and
effectively
plans are implemented
- they may be called assistant managers, shift managers, foremen, section chiefs, or
office managers

4. Team Leader
-a special kind of manager who may be appointed to manage a particular task or
activity
Three Essential Skills or Competencies of a Manager
1. Technical Skills - Managers must be able to work with the resources, equipment,
strategies, procedures. Even when a manager moves higher in hierarchy, the need for
technical skills is less, but still technical skills help in making decisions.
2. Human Skills - Managers must have the ability to work well with other people both
individually and in a group.
3. Conceptual Skills - Managers need to be able to integrate and organize the different
activities. Managers must be able to think of abstract ideas and to contextualize them.
He needs to be able to see the organization as a whole and the relationships between
its different sub-units, and to see how the organization fits into its wider context.
Conceptual competencies are important in decision making

Qualities of a Manager
1. Educational Competence - A manager has to have adequate and outstanding
preparation. Besides other educational qualifications they are required to have
management education and training.

2. Intellectual Quality - Managers should have a higher level of intelligence, relative to

others, because they have more roles in the organization than other men. Intelligence
can assist a manager in evaluating the organization's present and future
organizational possibilities.

3. Leadership Ability - A manager has to be able to direct and motivate people

working, within the business. The subordinates' skills, abilities, and potentials should
be retained and properly used to achieve organizational goals

4. Training - A manager
must develop organization competencies. These competencies can be gained by
schooling, training, practice etc.

5. Technical knowledge and skills - A manager should have technical knowledge of the
organization's job and other tasks. He will be better placed to assess and direct if he
has knowledge of those things himself.

6. Mental Maturity - To deal with different circumstances a manager should have

mental maturity. He is supposed to be polite, good listener and quick to respond to
situations. He has to take several uncomfortable decisions that could have an adverse
effect on the job if not taken properly. When dealing with subordinates he should
remain calm.

7. Positive Attitude - A manager has to deal with a lot of people from both inside and
outside the company. He should be sensitive and optimistic to different suggestions
and make rational choices. He should not prejudge issues, and should not take sides.
He should try and develop good relationships with different people dealing with him.
He should consider their issues and attempt to reach out a helping hand.

8. Self-Confidence - Every manager should have faith in himself_He has to take a lot of
decisions every day; he should thoroughly evaluate things before making decisions. If
he makes decisions, then he should stick to them and try to put them into practice.
9. Foresight - A manager has to make a decision not just for the present but also for
the future. À manager should foresee what will happen in the future and plan the
organization for the circumstances to face.

Vision Statement - vision is the organization's dream. It's what your organization
considers to be the ideal conditions for your community.
Whatever the dream of your company is, one or more vision statements, which are
short phrases or sentences that express the aspirations of your organization for the
future. In creating a manifesto or statement of purpose, your organization clarifies the
values and guiding principles, first for the organization and then for the greater
community.

Characteristics of Vision Statements

a. Understood and shared by members of the organization.
b. Broad enough to include a diverse variety of local perspectives.
c. Inspiring and uplifting to everyone involved in group's effort.

Easy to communicate - they are generally short enough.

Mission Statement - It explains what the organization will do, and why it will do it.
Mission statements are similar to claims about vision, In that they also look at the big
picture. They are
more practical however, and they are certainly more "action-oriented" than
statements of dream. The
statement of vision of an organization will inspire people to dream; your statement of
mission should motivate, them to take action.

General Guidelines in Creating Mission Statements

a Concise. While not as brief as statements of vision, mission statements in one

sentence should get their point
across.
b. Outcome-oriented. Statements on task describe the basic results to which the
organization is operating.
c. Inclusive. Although declarations of mission make statements about the key goals of
your organization, it is very important that they do so very broadly. Good mission
statements are not restrictive in the community's policies or industries that may get
involved in the project.

Difference between Administration and Management

ADMINISTRATION
Is an act of administering the whole organization by a group of people
Administration is a high-level
activity.
Policy formulation is performed by the administration.
Functions include legislation and determination
Administration takes all the important decisions of the organization.
Administration role is decisive in nature.
Administration is concerned with framing policies and setting objectives.
Administrator is responsible for the administration of the organization.
Administration focuses on making the best possible utilization of the organization's
resources.

MANAGEMENT

Is a systematic way of managing people and things within the organization

Is an activity of business and functional level
Focuses on policy implementation.
Functions of management are executive and governing.
Management makes decisions under the boundaries Ret by the administration
Management plays an executive role in the organization.
Management is all about plans and actions.
The manager looks after the management of the organization
Management focuses on managing people and their ivork.

PART 3 – LEADERSHIP

Leadership - Leadership is the ability of an individual or a group of individuals to

influence and guide followers or other members of an organization.
It is the art of motivating a group of people to act towards
achieving a common goal. It involves showing workers how to effectively perform their
responsibilities and regularly supervising the completion of their tasks.
It is the practice of driving people to achieve results. Leadership is not an inborn trait
but it is being developed through learning and training
"Leadership is self-governance" which means that an individual must lead himself
before he can lead others.

Four Primary Factors of Leadership

1. Leader - a leader must understand himself honestly, what he knows and what he
can do. To be successful, the leader must persuade his followers that he is trustworthy
of being followed.
2. Followers - a leader must know his people/follower, his basic starting point is to
have a clear understanding of human nature such as needs, feelings and motivation.
He needs to learn the be, know, and do qualities of his people.

3.Communication- what and how a leader interacts to his people may either
strengthen or destroy his relationship with them.

Communication - What and how a leader interacts to his people may either strengthen
or destroy his relationship
Communication - is the process of passing information, experience, opinion etc... from
one person to another a bridge of understandings

4. Situation - every situation is different; the leader must determine the best course of
action and the style of leadership needed for each situation. Inappropriate behavior
displayed by subordinate must be addressed accordingly.
Theories of Leadership

1. Trait Theory - some personality traits may lead people naturally into leadership
roles.
2. Great Events Theory - a crisis of important event can cause a person to rise to
occasion, putting forth extraordinary qualities of leadership in an ordinary person
3. Transformational or Process Leadership Theory - a widely accepted theory where
people may become leader through learning process.

Leadership Principles

1. Know yourself and Seek Self-Improvement - it means to continually reinforce your

attributes, skills, knowledge through self-study, formal training/education, reflection
and interaction with others.
2. Be Technically and Tactically Proficient - leader must know his job and have a solid
familiarity with his subordinate's tasks. This can be obtained from training, seminars
and self-directed learning efforts.
3. Seek Responsibility and Take Responsibility for your Actions - leader is always
accountable and responsible for the actions of his subordinates
4. Make Sound and Timely Decisions - leader must be knowledgeable in planning,
decision making and problem solving. He must have the ability to estimate the
situation quickly and make sound decision as quick as possible.
Hesitation or reluctance to make decision leads subordinates to lose confidence to the
leadership skills of a leader.
5. Set the Example - a leader must be a good role model to his subordinates.
Subordinates must not only hear what they are expected but they must also see
actual actions/accomplishments from the leader.
6. Know your People and Look Out for their Welfare - leader must be able to
understand human nature and the importance of caring genuinely for his
subordinates.
7. Keep your Subordinates Informed -keeping the subordinates aware of what is
happening with the organization makes them feel that they are part of the team. This
will also motivate them to perform their job properly and gain their commitment,
passion, loyalty and convictions.
8. Develop a Sense of Responsibility in your Subordinates - this can be done by
assigning task and delegating authority to subordinates and making them responsible
and accountable for the outcomes of their activities even though overall
accountability remains at the leader.
9. Ensure that Tasks are Understood, Supervised and Accomplished - this can be done
by discussing the task assigned to subordinate and letting them ask questions or
inquiries about the task. Monitoring is also an important part in order to see to it that
task will be accomplished properly
10. Train as a Team - leader must see to that his subordinates work as a team and
with synergy. Camaraderie is one of the most important characteristics that must be
developed among subordinates.
11. Employ your Command in Accordance with its Capabilities - the leader must see to
it that his subordinates are always technically ready and knowledgeable to perform
their duties and functions. He must not volunteer his subordinates to handle duties
which he knows his team are not aware or familiar with. He must therefore aware of
the operational readiness of his subordinates.
Training and Coaching

Training - is a structured lesson learned to give people the knowledge and skills to
perform a task.
Coaching - is a process designed to help the employee develop more expertise and
resolve obstacles to improve work performance.

Six Points of Leadership Power

Power - is the ability of a person to control another's actions in such a way that he/she
behaves according to his command/order/decision.
1. Coercive Power - based on fear These are leaders who imposed obedience through
coercion..
2. Reward Power - Performance of duties and functions are made on the basis of
rewards given by the leader.
Reward gives subordinates a motivation to perform well.
3. Legitimate Power - is a power receives through organization's formal hierarchy as a
consequence of a leader's position
4. Expert Power - power based on special skills, knowledge or expertise. The special
skills, knowledge or expertise possessed by the leader imposes respect and obedience
to subordinates.

5. Referent Power- based on possession of wealth of personal traits. It is sometimes

seen as beauty, elegance or appreciation. In some situations, subordinates follow the
leader they like him/her.

6. Information Power- giving of information to subordinates leads them to think and

act promptly.

Leadership Traits
1. Honesty and Integrity
2: Confidence
3. Inspire Others
4. Commitment and Passion
5. Good Communicator
6. Decision-making Capabilities
7. Accountability
8. Delegation and Empowerment
9. Creativity and Innovation
10. Empathy

Leadership Style

1. Autocratic Leadership - in this type the leader makes decisions on his own without
consulting his subordinates.
Work environment normally has little or no flexibility.

2. Democratic Leadership - in this style of leadership, subordinates are involved in

making decisions. The leader makes decisions based on suggestions,
recommendations and contributions of his subordinates.
3. Strategic Leadership - is usually applicable to those in the top-level management or
head of the organization. A strategic leader fills the gap between the need for new
possibility and the need for practicality by providing a perspective of habits.
4. Transformational Leadership - this style is concern about initiating change in the
organization. It tends to motivate others to do more than they originally intended and
often more than they thought possible. It sets more challenging expectations and
typically achieve a higher performance.
5. Visionary Leadership - visionary leaders have a powerful ability to drive progress
and usher in periods of change by inspiring employees and earning trust for new
ideas. A visionary leader is also able to establish a strong organizational bond.
6. Servant Leadership - servant leaders live by a people-first mindset and believe that
when team members feel personally and professionally fulfilled, they're more effective
and more likely to produce great work regularly.
7. Coaching Leadership - a coaching leader is someone who can quickly recognize his
team members' strengths, weaknesses and motivations to help each individual
improve. This type of leader often assists team members in setting smart goals and
then provides regular feedback with challenging projects to promote growth.
8. Charismatic Leadership - leader in this type possessed charismatic personality and
a great deal of determination to achieve goals, Such leader uses eloquent
communication and persuasion to unite and motivate people to perform instead of
strict instructions.

9. Bureaucratic Leadership - this style often goes "by the book'. A bureaucratic leader
has a list of duties and a clear rules and procedures on how he will handle and make
decisions. If you often find yourself questioning how your predecessor has treated a
certain, situation that you want to make sure they follow the agreed protocol then you
may be a bureaucratic leader.

10. Laissez-Faire / Free-Rein Leadership - is a type of leadership style in which leaders

are hands-off and allow group members to make the decisions. Mangers set objectives
and employees are free to do whatever is appropriate to accomplish those objectives.
The traits managers need in such an organization include warmth, friendliness, and
understanding. Free-rein is often the most successful style concerning the
organization in which managers supervise doctors, engineers, professors, and other
professionals.

11. Transactional Leadership - a style that maintains or continuous the status quo. A
leadership that involves an exchange process whereby followers get immediate,
tangible rewards for carrying out the order of a leader.

PART 4 - DECISION MAKING

What is Decision Making?

- The thought process of selecting a logical choice from the available options. When
trying to make a good decision, a person must weigh the positives and negatives of
each option, and consider all the alternatives.
For effective decision making, a person must be able to forecast the outcome of each
option as well, and based on all these items, determine which option is the best for
that particular situation.

What is Decision Making Process?

- As a set of actions and dynamics factors that begins with the identification of a
stimulus for action and ends with the specific commitment to action.
- Gathering information in order to identify and/or create alternative answers to the
questions
- Predicting the consequences of action on each of the alternative answers.
- Making a judgment/decision by selecting what appears to be the best alternative
answer of the question.

What are the 7 steps of Decision-making process?

Step 1: Identify the decision- you realize that you need to make a decision. Try to
clearly define the nature of the decision you must make. This first step is very
important.

Stop 2. Gather relevant information- collect some pertinent information before you
make your decision; what information is needed, the best sources of information, and
how to get it. This step involves both internal and external “work”. Some information
is internal: you’ll seek it through a process of self-assessment. Other information is
external: you’ll find it online, in books, from other people, and other sources.

Step 3: Identify the alternatives - As you collect information, you will probably identify
several possible paths of this step, you will list all possible and desirable alternatives
action, or alternatives. You can also use your imagination and additional information
to construct new alternatives.

Step 4: Weigh the evidence - Evaluate whether the need identified in Step 1 would be
met or resolved through the use of each alternative. As you go through this difficult
internal process, you'll begin to favor certain alternatives those that seem to have a
higher potential for reaching your goal. Finally, place the alternatives in a priority
order, based upon your own value system.

Step 5: Choose among alternatives - Once you have weighed all the evidence, you are
ready to select the alternative
that seems to be best one for you. You may even choose a combination of
alternatives. Your choice in Step 5 may very likely be the same or similar to the
alternative you placed at the top of your list at the end of Step 4

Step 6: Take action - You're now ready to take some positive action by beginning to
implement the alternative you chose in Step 5.

Step 7: Review your decision & its consequences - In this final step, consider the
results of your decision and evaluate whether or not it has resolved the need you
identified in Step 1. If the decision has not met the identified need, you may want to
repeat certain steps of the process to make a new decision. For example, you might
want to gather more detailed or somewhat different information or explore additional
alternatives.

Decision Making Approaches

1. Rational or Analytical Approach

a. Exemplified by systematic decision-making.
b. Defines upfront success factors
c. Looks for details and objectively explores how each solution meets each success
factor.
d. Decision-making is organized and decisions can be taken under the assumption of
the desired solutions except for major unforeseeable or unpredictable incidents.
e. Consideration of the implications of the final decision

2. Intuitive Decision-Making Approach

a. Relying on emotions and feelings.

b. Careful planning is not possible or not desired.
c. People will point to a "gut feeling" or "hunch" as the cause for a choice, reflecting
that explanation is not accessible through conscious thought.

3. Random or Chance Approach

a. In this approach a decision is made on impulse, without thought.
b. Flipping a coin or using a "decision wheel" would be representative of employing
this approach.
c. It is sometimes considered a dependent style because this approach can promote
denial of responsibility.

Four Styles of Decision-making

1. Directive Decision-making - Decision-makers in the directive are very rational

and have little tolerance for uncertainty. Instead of going to others for more detail,
their decisions are rooted in their own intelligence, experience and reasoning. The
upside to this style is that decision-making is fast, ownership is transparent, and no
extra communication is needed. Often, however, directive decisions can be taken
impulsively, without all the necessary details.

2. Analytic Decision-making - strategic/analytic decision-makers analyze a lot of

details. Analytic leaders, for example, rely on direct observation, data, and facts to
back their decisions. These decision-makers have a high degree of uncertainty
tolerance and are extremely adaptable but they prefer to monitor certain aspects of
the decision process. This style is a well-rounded decision-making strategy that can be
time-consuming.

2. Conceptual Decision-making - Conceptual decision-makers promote innovative

thinking and teamwork and take a wide variety of viewpoints into consideration. This
decision-making is based on success and looks into the future when it comes to
making critical decisions.

3. Behavioral Decision-making - seeks to make sure that everyone is working

together well. Like the conceptual method, behavioral decision-is group-oriented;
however, the community is given the choices available to them, rather than
brainstorming alternative solutions. From there the community will discuss each
choice's pros and cons. This decision-making method takes into account several
different viewpoints and views in the process.

Decision-making Models
1. The Universal Model - Typically, the scientists who use this model believe there is
only a small difference in how people from different cultures make their choices.
2 The Dispositional Model - The adherents of the dispositional view recognize that
decision-making differences are Cross-cultural and support the cause of cross-cultural
study. They assume that the variations found in the studies reflect the omnipresence
of cultural inclinations in individuals’ minds, and are expected to appear in all
situations.
3. The Dynamic Model - It views cultural knowledge not as a monolithic construct that
is continuously present, but as a collection of discrete knowledge that is operational
as a function of the situation. It also promotes the development and testing of
complex models reflecting the processes by which culture influences decision-makers.

MANAGEMNET VS LEADERSHIP

Management is more of science as the managers are exact, planned, standard, logical
and more of mind; leadership, on the other hand, is an art.
Management includes focus on planning, organizing, staffing, directing and
controlling; Leadership focuses on listening, building relationships, teamwork,
inspiring, motivating and persuading the followers.
While management deals with the technical dimension in an organization or the job
content; leadership deals with the people aspect in an organization
Management is based more on written communication, while leadership is based more
on verbal communication.

LEADER VS MANAGER

"Leadership and managership are not the same and are not synonymous with each
other."
"Leadership doesn't require any managerial position to act as a leader. A person can
be a leader by virtue of qualities in him."
" Manager is designated as such and by virtue of his position, he has to perform the
management functions to achieve goals (planning, organizing, staffing, directing, and
controlling).
"Manager" is a job title and designation; "Leader" is not a job title and designation
"All managers are leaders, but not all leaders are managers."
"To be a good manager, one needs to be a good leader; leadership is an essential part
of effective management." While a manager gets his authority by virtue of his position
in the organization, a leader gets his authority from his followers.
While managers follow the organization's policies and procedure, the leaders follow
their own instinct.