PAKISTAN RAILWAYS ORGANOGRAM OF PAKISTAN RAILWAYS.

ORGANOGRAM

Federal Minister

Chairman Secretary

General Manager Operations

General Manager M&S

Addl: G.M. PBU

Addl: G.M

Addl: G.M. IBU

Divisional Superintendent

SSP

DSE

DEE

DEN-I

DTO/DCO

DEN-II

DME

DAO

DMO

DPO

DECISION MAKING
Decision
The ultimate

Making
The process of achieving the ultimate

Moment Decision is somewhat less than policy formulation but in nature not much different.

In the process of policy formulation.

The effectiveness with which people work together toward the attainment of their joint goals is largely determined by the ability of those who hold managerial positions.
Test

Effectiveness

Capability Competence

Manager who decides

PREPARATION prior to making a decision Avoid paralysis by analysis and constantly waiting for more information or another analysis making the decision. Procrastination (putting off things, delay, defer from cras,tomorrow) is normal for some personalities. Situation analysis, information, learn, identify risks, analyze them.

Changes in political situation, technology, customer demand, habits, communication technology, transportation routes. The idea is to reduce each risk to a level, acceptable. Discuss, talk about it. Decision making is not the problem, failure occurs during implementation.

Associate all in decision making process who

will be involved in the project.

Let the people come on board to buy and to own the project. Combination of hearts and minds, getting ownership.

DECISION MAKING TECHNIQUES.

Pareto Process doing 20% work generating 80% of the advantage of doing the entire job. (a) List changes, score the items or groups, scoring method depends on the sort of problem, e.g. to improve profitability, score options on the basis of the profit each group might generate.
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(b)

To improve customer satisfaction you may

score on the basis of number of

complaints eliminated by each change.

(c)

The first change to tackle is the one that

has the highest score. This one will give

you the biggest benefits.

4.

Customers do not know what time will the visiting Engineer arrive? Customers take more time to be there rather all day.

5.

Staff do not always seem to know what they are

doing. Physical contact with the staff members, the customer finds that the problem could have been solved over the phone.

6.

A manager groups these problems. Then scores each group by number of complaints.

Lack of staff training: items 5 and 6: 51 complaints

Too few staff: items 1, 2 and 4: 21 complaints Poor organization and preparation: item 3: 2 complaints

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Pareto Analysis would help the Manager to see it better that the vast majority of problems (69%) can be solved by improving staff skills. Pareto Analysis would enable the manager to focus on training as an issue.

Rather than spreading efforts over training,

taking on new staff members, and possibly

installing new computer systems.

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THOROUGH ANALYSIS

Who decides

Capability of the Decision Maker.

His grooming, attitude and aptitude.

Will power.
Sincerity of cause. Qualities of leadership.
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DECISION the act of deciding Latin decisio to cut off. to separate from the many choices/alternatives. to choose a course of action.

Administrative Decision is a cooperative activity, involves a large range of machinery.

Rational Process.

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getting things done through people. Effectiveness towards attainment of joint goals is determined by the Ability of Managers. The Managerfirst line Supervisor Vs Top Executive. Administrator, Supervisor, Executive or Manager all take decisions. All who obtain results through group endeavour under take the same function.

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Task

MANAGEMENT.

Managementthe function of getting things done through people. Administering surgery or applying medicine, clinical experience. Planning Selection from alternatives of objectives, policies, procedures, and programs. Core of planning is decision making, selection of a course of action. Decisions must necessarily affect future courses of action.
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Decision making Decisions are made when managers select basic objectives, choose policy, select a strategy. Every decision involves the same essential process of choosing a course of action. Planning involves the selection of the course that to best enable the organization to reach goals.

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Alternatives be made in the light of the objectives to be accomplished. The single available course of action = to do nothingassures bankruptcy. Best decision--consideration of the most desirable course of action.

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Experience in the Trade. Develops a sharp sense of discrimination between alternatives and is ordinarily able to exclude the unsuitable course
Significant principle:Principle of limiting, or strategic factor. Problems are simple knowing what they are and their cause. They may change.
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 Risk

involved in overlooking the less important aspects is far less than the risk of inattention to the strategic factor. factors are often obscure and people and their reactions are complex.

Economic

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APPROACHES TO SELECT ALTERNATIVES

Experience, Experimentation, Study (Research), Analysis. Attitude that experience is the best teacher is justifiable to some extent.

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Seeing ones programs succeed or fail, soulsearching that goes on in the normal successful Managers mind do combine to make for a degree of judgment.
It is an unusual human being who recognizes the real reasons for his mistakes or failures.

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Past experience makes a Manager to believe that the path he has trod before is the right one. Past; a prologue to the future, caution for the planner to utilize it only when it is truly applicable. Good decisions must be evaluated against future ones. Experience and facts are matters of history, belong to the past.

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Experience should carefully be analyzed rather than blindly followed. It can be extremely useful as a basis for decision making.
Experimental technique should be utilized as a last resort after others have been tried.

Certainly one of the most effective techniques is research.

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Available alternatives may be reduced to those regarded as most suitable, then evaluate and select that offers the best probability of contributing. This is the point of ultimate decision making in the planning process, although decisions were also made in the steps of planning.

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The manager is forced to make a decision as to how

much his evaluation will be based upon Experience, to the quantum of Experimentation, and how much has he been receptive of Research.

All these steps taken, there still remains the mater of deciding which among the available alternatives will

best serve the aims of the organization.

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TIME AVAILABLE FOR DECISION MAKING.

Few problems can stand the cost or delay of careful analysis and weighing of alternatives.

Most, perhaps, acceptable is the application of scientific method to the study of alternative providing the quantitative base for arriving at an optimum solution.
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