University Of Phoenix Decision Making Model

UNIVERSITY OF PHOENIX DECISION MAKING MODEL. UNIVERSITY OF PHOENIX CINCINNATI CAMPUS.

decision making

the cognitive process of reaching a decision; “a good executive must be good at decision making”
(decision maker) administrator: someone who administers a business
Decision making can be regarded as the mental processes (cognitive process) resulting in the selection of a course of action among several alternatives. Every decision making process produces a final choice. The output can be an action or an opinion of choice.

university

An educational institution designed for instruction, examination, or both, of students in many branches of advanced learning, conferring degrees in various faculties, and often embodying colleges and similar institutions
a large and diverse institution of higher learning created to educate for life and for a profession and to grant degrees
The members of this collectively
the body of faculty and students at a university
establishment where a seat of higher learning is housed, including administrative and living quarters as well as facilities for research and teaching
The grounds and buildings of such an institution

phoenix

a large monocotyledonous genus of pinnate-leaved palms found in Asia and Africa
A person or thing regarded as uniquely remarkable in some respect
the state capital and largest city located in south central Arizona; situated in a former desert that has become a prosperous agricultural area thanks to irrigation
a legendary Arabian bird said to periodically burn itself to death and emerge from the ashes as a new phoenix; according to most versions only one phoenix lived at a time and it renewed itself every 500 years
(in classical mythology) A unique bird that lived for five or six centuries in the Arabian desert, after this time burning itself on a funeral pyre and rising from the ashes with renewed youth to live through another cycle

model

plan or create according to a model or models
Use (esp. a system or procedure) as an example to follow or imitate
Fashion or shape (a three-dimensional figure or object) in a malleable material such as clay or wax
(in drawing or painting) Represent so as to appear three-dimensional
a hypothetical description of a complex entity or process; “the computer program was based on a model of the circulatory and respiratory systems”
exemplary: worthy of imitation; “exemplary behavior”; “model citizens”

university of phoenix decision making model – Smart Choices:

Smart Choices: A Practical Guide to Making Better Decisions

Where should I live?
Is it time to switch careers?
What is the best course of action for me?

Decisions shape our experiences, from choosing which job offer to accept, to buying the right car, to selecting a good accountant. How do we know which choice is the smart one? How can we be consistent and confident in our decisions? In this book from the three leading authorities on decision-making, readers learn how to approach all types of decisions with a simple set of skills developed by professors from Harvard, MIT, and the University of Southern California.

Combining solid research with common sense and practical experience, this user-friendly guide shows readers how to assess deep-seated objectives, create a comprehensive set of alternatives, determine likely consequences, make tradeoffs, and grapple with uncertainty. Not only will readers learn how to make decisions, they will learn how to make the smartest decisions. For anyone caught at a confusing crossroad–whether you’re choosing between mutual funds or deciding where to retire–the Smart Choices program will improve your decision-making abilities immediately, and make your life more rewarding and fulfilling.

Have you ever hired someone only to regret your decision two months later? Or looked at your financial portfolio and wondered why you bought the stocks you did? In Smart Choices, authors John S. Hammond, Ralph L. Keeney, and Howard Raiffa take the guesswork out of the decision-making process and offer a systematic approach to making the right choice. Most of us have problems making decisions, because we’ve never learned how. The authors write:
Despite the importance of decision making to our lives, few of us ever receive any training in it. So we are left to learn from experience. But experience is a costly, inefficient teacher that teaches us bad habits along with good ones. Because decision situations vary so markedly, the experience of making one important decision often seems of little use when facing the next.
Smart Choices outlines eight elements involved in making the right decision, from identifying exactly what the decision is and specifying your objectives to considering risk tolerance and looking at how what you decide on today influences what you may decide in the future. The book is full of real-life situations and scenarios that effectively illustrate each element of a good decision. If you think the topic of making the right choice is mundane or a simple matter of common sense, then think again. Smart Choices will relieve you of the regret that so many of us carry because we didn’t know how to “think it through.” –Harry C. Edwards

Decision Making

"Decision making can be regarded as the mental processes (cognitive process) resulting in the selection of a course of action among several alternatives. Every decision making process produces a final choice.The output can be an action or an opinion of choice."

Do you agree?

Decision making!

Choosing the fav colour unappropriately is not the right choice..

U have to choose the appropriate colour to paint..

university of phoenix decision making model

Business revolves around making decisions, often risky decisions, usually with incomplete information and too often in less time than we need. Executives at every level, in every industry, are confronted with information overload, less leeway for mistakes, and a business environment that changes rapidly. In light of this increased pressure and volatility, the old-fashioned ways of making decisions–depending on intuition, common sense, and specialized expertise–are simply no longer sufficient. Distilling over thirty years of groundbreaking research, Winning Decisions, written by two seasoned business advisers and world leaders in behavioral decision studies, is a comprehensive, one-of-a-kind guide to the proven methods of making critical business decisions confidently, quickly–and correctly.
Decision-making is a business skill which managers often take for granted in themselves and others–but it’s not as easy as some might think. The authors, whose expertise has been sought out by over a hundred companies, including Arthur Andersen, Hewlett-Packard, IBM, and Unilever, contend that decision-making, like any other skill, must be developed and honed if it is to be used effectively. Winning Decisions offers step-by-step analyses of how people typically make decisions, and provides invaluable advice on how to improve your chances of getting your next big decision right the first time. The book is packed with worksheets, tools, questionnaires, case studies, and anecdotes analyzing major decisions made by organizations like British Airways, NASA, Shell Oil, and Pepsi. Some of the proven, straightforward techniques covered in Winning Decisions include how to:

Reframe issues to ensure that the real problem is being addressedImprove the quality and quantity of your options
Convert expert yet conflicting opinions into useful insights
Make diversity of views and conflict work to your advantage
Foster efficient and effective group decision-making
Learn from past decisions–your own and those of others

With Winning Decisions, managers and other professionals now have access to a proven set of skills and strategies they need for making the right decision, right away.

Making “good, fast, frequent decisions… better than those with whom you compete,” say J. Edward Russo and Paul J.H. Schoemaker, is a critical skill in today’s business climate. They additionally believe it’s a skill that all of us can learn, much like a proper golf swing. In Winning Decisions, they lay out a four-step process that constitutes “a broad, conceptual framework” applicable in virtually any situation where a decision is needed. Russo and Schoemaker, consultants and professors who collaborated on an earlier book about the roadblocks to proper decision making, turn their attention here to making decisions “with the head, not the gut.” Their program is divided into four phases fully explained in their own sections: Framing, Gathering Intelligence, Coming to Conclusions, and Learning from Experience. In total, they reveal a disciplined system that will benefit anyone looking to make better decisions in just about any situation. –Howard Rothman