Influencing and Making Decisions

This report discusses various decision-making tools and techniques, including Simple Decision Matrix, Paired Comparison Analysis, Simple AHP Hierarchy Analytic Hierarchy Process (AHP), Decision making tree or Simple Decision Tree, Pro/Con, Simple Influence Diagram Influence diagrams (ID), Game Theory, Multi-voting, Cost/Benefit analysis, Net Present Value (NPV) and Present Value (PV), Linear Programming (LP), Conjoint analysis, Affinity Diagrams, Trial and Error, Heuristic Methods, and Scientific Method. The report also reflects on personal decision-making styles and contrasts them with other styles.

Running head: INFLUENCING AND MAKING DECISIONS

INFLUENCING AND MAKING DECISIONS 2
Executive summary
The main aim of this report is to understand the different tools of decision making. It is found
that there are different techniques used in the decision making at the workplace. These
techniques of decision making is Simple Decision Matrix, Paired Comparison Analysis, Simple
AHP Hierarchy Analytic Hierarchy Process (AHP), Decision making tree or Simple Decision
Tree, Pro/Con, Simple Influence Diagram Influence diagrams (ID), Game Theory, Multi-voting,
Cost/Benefit analysis, Net Present Value (NPV) and Present Value (PV), Linear Programming
(LP), Conjoint analysis, Affinity Diagrams, Trial and Error, Heuristic Methods, and Scientific
Method.

INFLUENCING AND MAKING DECISIONS 3
Table of Contents
Executive summary.....................................................................................................................................2
Introduction of decision making..................................................................................................................4
Select and evaluate the usefulness of a range of decision-making tools......................................................4
Reflect on your decision making styles and contrast with other styles........................................................8
Determine the respective levels of rationality and intuition utilized..........................................................12
References.................................................................................................................................................15

INFLUENCING AND MAKING DECISIONS 4
Introduction of decision making
Decision making is a significant element of management procedure and is entailed as an essential
skill within an organization and other circumstance in which critical decisions are to be made. It
is fundamental for accomplishing the success within an organization and in the personal life.
There is a need of sufficient understanding, objectivity as well as commitment (Ryan, Bloom,
Lowsky, Linthicum, Juday, Rosenblatt, and Sayles, 2014). Although, decision-making guide to
success at the workplace but, it can lead to disappointment in case of inappropriate decision
making along with, when there is misfit amid what is required to be performed and what has
been completed. A dynamic, successful and proficient decision making within an organization
entails the adequate understanding of oneself and the group, collecting information, assessing
information as well as choosing and developing the plan. It is significant to emphasize on the
internet and not on the situation as it would be beneficial to allow the mutual growth and
recognition of the objective criteria (Austin, Mohottige, Sudore, Smith, and Hanson, 2015).
When I was working in a group then there was need of making productive as well as favorable
decision mutually. A systematic strategy is necessary to make a decision as it would be
beneficial to take decision confidentially along with there is no matter what kind of decisions has
to be taken. The integration of self-assurance and competency to listen to others and learn from
them is a basis to improve the ability of decision-making over a period of time (Cameron, and
Green, 2015).
Select and evaluate the usefulness of a range of decision-making tools
There are several decision-making techniques that can offer the unique benefits for particular
judgment. The given below decision-making techniques can be practiced to enhance the decision
making skill.

INFLUENCING AND MAKING DECISIONS 5
Simple Decision Matrix
Multiple criteria of decision analysis are a related method of Kepner-Tregoe Matrix and Grid
Analysis. This tool facilitates a good negotiation amid intuition and analysis by practicing a
methodical structure that assesses alternatives in against to a defined set of success criteria with
the amendment of risk. This tool was developed by Dr. Benjamin B. Tregoe and Dr. Charles H.
Kepner. It was published in "The Rational Manager" in the year of 1965 and become a
foundational tool for making a decision in a business (Soltani, Hewage, Reza, and Sadiq, 2015).
Paired Comparison Analysis
Alternatives are compared against one another in pairs to develop the relative significance. A
limitation of this tool is that little or no information is demonstrated that addresses the criteria
supporting each option.
Simple AHP Hierarchy Analytic Hierarchy Process (AHP)
It is an effective multiple criteria tool that practices paired comparison with additional
mathematics in order to aid in identifying subjectivity and intuition that is natural in an
individual decision-making tool. AHP technique was originally built by Dr. Thomas Saaty in the
1970s. This tool is frequently practiced in very multifaceted group decisions (Kerzner, and
Kerzner, 2017).
Decision-making tree Simple Decision Tree
This tool supports to visualize multistage decision issues while recognizing uncertain results. It
could be beneficial to decide the strategies and opportunity of investment with the constrained
resources (Mardani, Jusoh, and Zavadskas, 2015).
Pro/Con:

INFLUENCING AND MAKING DECISIONS 6
This technique is similar to Pro/Con/Fix (PCF), T-chart, Weighted Pro/Con, Force Field
Analysis, and Plus/Minus/Interesting (PMI). This is the age-old strategy for identifying the pros
and cons of two alternatives. A key limitation is that these decision-making tools address only
two options at a time (Govindan, Rajendran, Sarkis, Murugesan, 2015).
Simple Influence Diagram Influence diagrams (ID)
The decision network in this model is a type of influence diagram in which influences are
graphically demonstrated for decision circumstances. Influence diagram facilitates an option to
decision trees that grow frequently with more variables (Robson, 2015).
Game Theory
Game theory facilitates potentially valuable decision-making tools for making a complex
strategic judgment. This tool is beneficial to address the response of external participants such as
competitors, government, and customers. This technique facilitates a potential precious decision-
making tool. This approach entails the extensions in order to persuade the diagram. There is a
limitation to simplify the assumption required to improve the decision and solve the game issue
(Romiszowski, 2016).
Multi-voting
This tool is practiced for group decision in order to choose moderately between different
alternatives. It is best practiced in order to avoid lower priority choice before implementing a
more meticulous tool to finalize a judgment on a smaller number of alternatives (Ingram,
LaForge, Williams, and Schwepker Jr, 2015).
Cost/Benefit analysis

INFLUENCING AND MAKING DECISIONS 7
It is limited to financial judgments tool that can offer the information for assessing the financial
criteria in other decision-making tools (Bower, Brownscombe, Birnie‐Gauvin, Ford, Moraga,
Pusiak, and Bennett, 2018).
Net Present Value (NPV) and Present Value (PV)
Net present value and present value calculation are practiced for capital budgeting and decisions
regarding investment. NPV is considered as a single criterion for making a decision (Haimes,
2015).
Linear Programming (LP)
This tool is practiced to optimize the limited resources. This technique is a mathematical tool in
which the requirements are demonstrated by linear equations. Useful issues in operations
research can be identified by using this tool (Kabir, Sadiq, and Tesfamariam, 2014).
Conjoint analysis
This tool is similar to the stated preference assessment, discrete choice, and choice modeling. A
statistical tool is practiced in the market research. Furthermore, conjoint assessment is practiced
for estimating the psychological tradeoffs that are made by customers for assessing the attributes
and features of products and services. It could be also effective to forecast the consumer
acceptance and determining the positioning of the market (Wallace, Salisbury, Guthrie, Lewis,
Fahey, and Smith, 2015).
Affinity Diagrams
This method is similar to the KJ method, which is used to identify the overload information by
managing the different ideas. This tool is practiced as a part of brainstorming implementation
(Morgan, Williams, Tracy, and McDonald, 2016).
Trial and Error

INFLUENCING AND MAKING DECISIONS 8
This strategy is used as learning that provides the basis for making a decision from the
childhood. The key limitation is that consequences of decision failure should be small and proper
reflection must be demonstrated after the trial and error in order to make sure that an appropriate
cause and effect relationships are identified in the learning (Hunink, Weinstein, Wittenberg, E.,
Drummond, Pliskin, Wong, and Glasziou, 2014).
Heuristic Methods
These are trial and error decision making strategy that starts with a model which refines the
ongoing experimentation. Although, this method is not more accurate but, this method uses a
heuristics approach in order to decline the options and save the time in case of acceptance of
approximation (Mardani, Jusoh, MD Nor, Khalifah, Zakwan, and Valipour, 2015).
Scientific Method
This method is practiced for exploring the scientific questions. This problem-solving tool can be
practiced for making the feasible decisions. An experiment is used to further confirm and
develop the hypothesis. This tool can be used as a heuristic method (Tseng, and Hung, 2014).
Reflect on your decision making styles and contrast with other styles
When I was working in a previous organization then, I found that workshop on decision making
and problem-solving are not only useful but also interesting. When I have graduation and find
work in an organization on the position of Human Resource (HR) managers then, I have faced
difficulties on regular basis. There was needed to make an accurate, intuitive and rational
decision. I have to decide which person to hire, which supplier would use and which strategy will
pursue. However, the competency to make a better judgment with existing information is
essential. I also needed to comprehend the procedure of decision making and how one can try to
avoid the biases while doing so (Shepherd, Williams, and Patzelt, 2015).

INFLUENCING AND MAKING DECISIONS 9
I have used cost-benefit analysis and decision tree decision-making style. Cost-benefit
assessment is used by me to measures, address and involves all the favorable factors. These are
the advantages for me. After that, I have measured, and subtract all the unfavorable expense. The
difference between the two factors demonstrates whether the planned action is sensible. The key
purpose of using the cost-benefit analysis is to ensure that I have included all the expenses and
benefits and appropriately quantifies them (Siminoff, and Sandberg, 2015).
As the production manager, I have to purchase of $1 Million on a stamping machine in order to
gain the output. Before presenting the proposal to vice president, I have understood certain facts
in order to support the suggestion. In this way, I have decided to run the numbers and perform
the cost-benefit assessment (Welford, 2016). I make a list of all the benefits. With the new
machine, I have produced 100 more units per hour. The three employees have performed the
stamping by hand. The unit will be of higher quality as they will be more uniform. I have
persuaded the compensation costs. There was the high cost of purchasing the machine due to
consuming more electricity. Any other expenses would be irrelevant (Laudon, and Laudon,
2015).
I have also measured the selling price of 100 additional units per hour multiplied by the quantity
of production hour per month. I have also included two percent of the unit that is not rejected due
to the quality of the machine output. I have also included the monthly salaries of three
employees. It was good to measure total benefits. After that, I was able to calculate the monthly
expenses of machines by dividing the buying price by 12 months per year and divide that by the
10 years. My manager assists me regarding the power of consumption of the machine as, I can
measure the power cost amount from accounting. It enables me to figure out the cost of
electricity in order to run the machine. I have also included the purchase expenses in order to

INFLUENCING AND MAKING DECISIONS 10
obtain the total cost figures. I have also subtracted the total cost amount from the total benefit
value and this analysis demonstrates a healthy profit (Bennett, and James, 2017).
Another technique that I have used in my organization in order to make a decision was decision
tree. This technique shows the graphical representation of a possible alternative to a judgment as
per some facts and conditions. This technique is known as decision tree as it starts with a single
box, which then branches off into a number of solutions, just like a tree (Calabrese, Iandolo,
Caputo, and Sarno, 2018).
Decision trees are effective, not only because they are graphics and aid me to see what an
individual perceives but also, making a decision needs methodological and documented thought
procedure. The biggest limitation of decision making is that I have to select from the known
alternatives. Decision trees aids to formalize the brainstorming procedure so I can assess more
potential alternative (Laudon, and Laudon, 2015).
For example, I have made a decision tree for the cocktail party issue. This tree is a different way
to exhibit the same data revealed in the payoff table.
(Sources: Welford, 2016).

INFLUENCING AND MAKING DECISIONS 11
When I was drawing a decision tree, I like to demonstrate the action and decision division with
the square nodes and the possible event forks with round ones. Other symbols may also be
practiced like single line and double line branches, colors and special letters. It does not matter
that which method of distinguishing I have used and how many people I have employed. A
decision tree of any size will always integrate the action alternatives, and distinguish possible
events and results of an action that are partially influenced by options or other uncontrollable
conditions (Laudon, and Laudon, 2015).
Decision making is one of the key aspects that were used by me in business organization and in
the personal life. I made a decision at the right time and right place to make sure the success
whereas sometimes, my wrong decisions can prove to because of failure of organization and
failure at the personal level. All the aspect entailed in the particular circumstances should be
involved before making any judgment. There are two models and one theory used by me such as
a normative model, rationale model and rational action theory of Simon. These theories were
beneficial for me to obtain the idea regarding the presence of constraint and assumptions in the
decision-making process (Calabrese, Iandolo, Caputo, and Sarno, 2018).
Understanding of these models as well as theory gain my awareness regarding the concept of
decision making and how judgment is made in the complex as well as critical conditions. I have
also gained my experience regarding the concept of availability of biases like availability
heuristics and decision biases. It was beneficial for me to assess the risk in the decision-making
process. It can be assessed that through a formal search of circumstances and rational judgment
aids me to evaluate the recent occurrence and action at the workplace (Mardani, Jusoh, MD Nor,
Khalifah, Zakwan, and Valipour, 2015). Along with this, considering earlier action as well as an
occurrence in the decision may give satisfactory outcomes both at the personal as well as

INFLUENCING AND MAKING DECISIONS 12
organizational level. Hence, I have observed that the feasible understanding regarding theories,
models, and aspects associated with decision making procedure can enhance the level of decision
making and thus make an organization able to attain the targeted result. I was needed to
understand the constraint and pool all the data associated with the circumstances to make good
decision making. It could be effective to avoid the risk and ensures the success (Morgan,
Williams, Tracy, and McDonald, 2016).
Determine the respective levels of rationality and intuition utilized
I worked in the previous organization as an intern in the human resource department and my
primary role was to aid the executive in their human resource activities, like selection,
recruitment, creating performance sheets for employees, and making a checklist for identifying
the performance of the workforce on the sheet. At the time of working in the previous
organization, I gained my understanding towards many activities and methods as it is considered
in the functioning and procedure of the HRD (human resource department). My superior has
good understanding towards the procedure and function of HRD as it supports to solve my all
query related to my roles and responsibilities in the organization (Kerzner, and Kerzner, 2017).
In addition, it is also analyzed that I had accountability of doing various activities related to job
evaluation like making spreadsheets, job description, job specification, salary sheet, and
selecting a suitable person from the polled of applicants for the vacant position. I also realized
that all activities cannot be possible without the help of my superior. I had to give my
contribution to my manager to select a participant, which required to prior experience in the
same area. I focused on making calls to targeted participants, appealing them to appear for the
aptitude test, as well as undertaking an initial interview. One job participants clear the initial
interview and selected for next round of interview (Soltani, Hewage, Reza, and Sadiq, 2015). He

INFLUENCING AND MAKING DECISIONS 13
had approximately 1.6 years of experience but not the same field for which the job application
was requested. I also observed that the candidate passed the first as well as the second round of
interviews hence he was selected. I detected that the organization pays the appropriate amount of
salary to the candidates caused by having good experience and knowledge. I was not capable to
independently take decision for selecting any job candidates but I always involved in the whole
process of decision making as I had to investigate about the condition with my manager towards
the negotiation (Austin, Mohottige, Sudore, Smith, and Hanson, 2015). Moreover, I also
addressed that appoint of participants decision for the required post at negotiable compensation
did not show that higher outcomes. I also analyzed that if an employee did not perfume better in
the working place unable to demonstrate the excellence of their allocated work (Govindan,
Rajendran, Sarkis, and Murugesan, 2015). At the time assessment of newly selected workforces
after few months, the manager did not ignore the fact that the employee performance was below
expectation. In addition, it is also analyzed that the company did not recall the movement when
the organization showed their good performance. The problem can be exposed to the availability
heuristic. I also observed that if the manager takes a decision on their relationship with
subordinates instead of focusing on actual performance then it creates the biases in the decision
making. It could demonstrate the biases in the decision-making process as it would make a
negative image of the manager in the employee’s mind (Romiszowski, 2016). The accessibility
bias in the tendency of the individual to place their judgments on behalf of the data that is
recently obtainable to them. I also learned that another managerial constraint on the decision
making is related to the situation stated in the historical patterns (Morgan, Williams, Tracy, and
McDonald, 2016). I gained my understanding towards the ways of selecting the job candidates
for an appropriate position as it could support me to become an influencing manager in the

INFLUENCING AND MAKING DECISIONS 14
upcoming period. In addition, I understood that how a manager could take an effective decision
with respect to the different situation and obtain a positive response.

INFLUENCING AND MAKING DECISIONS 15
References
Austin, C. A., Mohottige, D., Sudore, R. L., Smith, A. K., & Hanson, L. C. (2015). Tools to
Promote Shared Decision Making in Serious Illness: A Systematic Review. JAMA
Internal Medicine, 175 (7), 1213–1221.
Bennett, M., & James, P. (2017). The Green bottom line: environmental accounting for
management: current practice and future trends. UK: Routledge.
Bower, S. D., Brownscombe, J. W., Birnie‐Gauvin, K., Ford, M. I., Moraga, A. D., Pusiak, R. J.,
& Bennett, J. R. (2018). Making Tough Choices: Picking the Appropriate Conservation
Decision‐Making Tool. Conservation Letters, 11(2), e12418.
Calabrese, M., Iandolo, F., Caputo, F., & Sarno, D. (2018). From mechanical to cognitive view:
The changes of decision making in business environment. In Social Dynamics in a Systems
Perspective (pp. 223-240). USA: Springer, Cham.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to
the models, tools, and techniques of organizational change. USA: Kogan Page
Publishers.
Govindan, K., Rajendran, S., Sarkis, J., & Murugesan, P. (2015). Multi-criteria decision making
approaches for green supplier evaluation and selection: a literature review. Journal of
Cleaner Production, 98, 66-83.
Haimes, Y. Y. (2015). Risk modeling, assessment, and management. USA: John Wiley & Sons.
Hunink, M. M., Weinstein, M. C., Wittenberg, E., Drummond, M. F., Pliskin, J. S., Wong, J. B.,
& Glasziou, P. P. (2014). Decision making in health and medicine: integrating evidence
and values. UK: Cambridge University Press.

INFLUENCING AND MAKING DECISIONS 16
Ingram, T. N., LaForge, R. W., Williams, M. R., & Schwepker Jr, C. H. (2015). Sales
management: Analysis and decision making. UK: Routledge.
Kabir, G., Sadiq, R., & Tesfamariam, S. (2014). A review of multi-criteria decision-making
methods for infrastructure management. Structure and Infrastructure Engineering, 10(9),
1176-1210.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. USA: John Wiley & Sons.
Laudon, K. C., & Laudon, J. P. (2015). Management information systems (Vol. 8). UK: Prentice
Hall.
Mardani, A., Jusoh, A., & Zavadskas, E. K. (2015). Fuzzy multiple criteria decision-making
techniques and applications–Two decades review from 1994 to 2014. Expert Systems
with Applications, 42(8), 4126-4148.
Mardani, A., Jusoh, A., MD Nor, K., Khalifah, Z., Zakwan, N., & Valipour, A. (2015). Multiple
criteria decision-making techniques and their applications–a review of the literature from
2000 to 2014. Economic Research-Ekonomska Istraživanja, 28(1), 516-571.
Morgan, P., Williams, C., Tracy, J., & McDonald, R. (2016). Development of a tool to guide
clinical decision making in the management of physical function in ambulant adults with
cerebral palsy. Journal of Developmental and Physical Disabilities, 28(5), 785-801.
Robson, W. (2015). Strategic management and information systems. Pearson Higher Ed.
Romiszowski, A. J. (2016). Designing instructional systems: Decision making in course
planning and curriculum design. UK: Routledge.

INFLUENCING AND MAKING DECISIONS 17
Ryan, G. W., Bloom, E. W., Lowsky, D. J., Linthicum, M. T., Juday, T., Rosenblatt, L., &
Sayles, J. N. (2014). Data-driven decision-making tools to improve public resource
allocation for care and prevention of HIV/AIDS. Health Affairs, 33(3), 410-417.
Shepherd, D. A., Williams, T. A., & Patzelt, H. (2015). Thinking about entrepreneurial decision
making: Review and research agenda. Journal of management, 41(1), 11-46.
Siminoff, L. A., & Sandberg, D. E. (2015). Promoting shared decision making in disorders of sex
development (DSD): decision aids and support tools. Hormone and Metabolic Research,
47(05), 335-339.
Soltani, A., Hewage, K., Reza, B., & Sadiq, R. (2015). Multiple stakeholders in multi-criteria
decision-making in the context of municipal solid waste management: a review. Waste
Management, 35, 318-328.
Tseng, S. C., & Hung, S. W. (2014). A strategic decision-making model considering the social
costs of carbon dioxide emissions for sustainable supply chain management. Journal of
environmental management, 133, 315-322.
Wallace, E., Salisbury, C., Guthrie, B., Lewis, C., Fahey, T., & Smith, S. M. (2015). Managing
patients with multimorbidity in primary care. bmj, 350(176), 10-1136.
Welford, R. (2016). Corporate environmental management 1: systems and strategies. UK:
Routledge.