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    Herbert Simon - Father of Decision Making

    Uploaded by

    गब्बर जाट

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
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    of 11

    Herbert a.

    simon
    {father of decision making}
    introduction
    Herbert alexander Simon (June 15, 1916 – February 9, 2001)
    He was an American political scientist, with a Ph.D. in
    political science, whose work also influenced the fields of
    computer science, economics, and cognitive psychology. His
    primary research interest was decision-making within
    organizations and he is best known for the theories of
    “bounded rationality” and “satisficing”

    He described these principles as ‘myths’, ‘slogans’; and


    ‘homely proverbs’. Simon looked at organisational problems
    in totality of socio-psychological context and viewed that
    decision making takes place in this context
    He Is also Known As Father of decisions making
    PUBLICATION

     Published a doctoral dissertation ‘Administrative


    Behaviour in 1947
    • ‘Public Administration’ 1950
    • ‘Fundamental Research in Administration’ 1953
    •“The New Science of Management Decision’’ 1960
    • “Shape of Automation”1960
    • ‘Science of the Artificial’ 1969
    •“Human Problem Solving’ 1972
    Major contributions to management
    1. Concept of Organisation: Simon has described an organisation
    as a complex network of decisional processes, all pointed
    towards their influence upon the behaviour of the operatives.
    2. Decision-making: Perhaps the greatest contribution of Simon is
    in the field of decision-making. Decision-making is the core of
    management and management is synonymous with decision-
    making
    3. Bounded Rationality : Simon is of view that man is not
    completely rational. He has criticized the theories which are
    based on the assumptions of complete rationality.
    DEcISION MAKING
     Effective decision making is an integral part of modern
    workplace management.
     Managers, team leaders and even employees need to

    make rational and sound decisions every day.


     The right decisions, choices and approaches help in

    meeting organizational goals more efficiently.


     It helps organizations adopt and implement measures

    that optimize growth in terms of products and/or


    services offered. In other words, decisions drive actions.
     Herbert Simon was one of the first theorists to highlight

    the importance of decisions in a business environment.


    Objectives of decisions Making

     Decision making Viewed organisation as a structure of decision


    makers
     Decision making is a process of drawing conclusions from premises

    • Decision making means choosing one alternative among the various


    alternatives
    • Focus on facts to be scientific
    • Presence of value makes decision complex.
    Types of decisions

    1. Programmed decisions:
    •Repetitive and routine in nature
    •Structured decisions
    •Already prepared framework

    2. Non-programmed decisions:
    •Unstructured
    •Consequential
    •The problem is arising for the first time and decisions are not
    taken before
    Bounded Rationality Model

    • Also called as Behaviour Alternative Model to the


    classical economic rationality model
    • Complete rationality is impossible in administrative
    behaviour
    • So the 'maximising decision is also not possible’
    • So he suggested 'Bounded Rationality' i.e. limited
    rationality
    • Bounded rationality leads to the satisficing decisions
    (satisfying +sufficing)
    Bounded rationality and satisficing in business
    decisions
    CONCLUSION
     The Herbert Simon Decision Making Theory opened new doors
    for an organization. By shifting focus to the human mind, he
    helped administrations identify and resolve many unaddressed
    issues.Effective decision making is a much-needed
    fundamental skill in your personal and professional life.
    THANK YOU

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