Curso de Extensão
Decision-Making Process
Enables company professionals, especially those who make decisions, to recognize that the greatest value of an organization lies, without doubt, in carrying out effective and efficient decision-making processes, whose outcome achieves the best possible objective.
General Objective
Demonstrate specifically how a decision-making process takes place within a company, and how it is regarded as a value — the most important asset a company has — in order to identify the correct paths to follow and progress with the efficiency and effectiveness required in the operation of the business.
By the end, you'll be able to
- Convey the meaning of the Decision-Making Process in the Company as an action of the greatest value, without which decisions made incorrectly or inadequately can negatively interfere with organizational development.
- Enable knowledge of the applicability, by decision-making agents in the company, of a positive and effective decision-making process for achieving successful trajectories.
Curriculum
Module I — General Knowledge about the Decision-Making Process
- Definition and concepts. Importance and value attributed. Levels of decision-making: operational, tactical, and strategic.
Module II — Decision-Making Process
- Concept of the process, its phases, and flow. Problem or problems that entail a decision. The decision-making agent: characteristics and responsibilities. Decision trajectories: diagnoses and prognoses. Case study.
Module III — Classic Typologies of Decision-Making Processes
- What is meant by classic models of decision-making processes. Classification of traditional models: intuitive, rational-Cartesian, shared, and authoritarian — concept, mode of operation, and disadvantages.
Module IV — Modern Typology of the Decision-Making Process
- The Decisional Intelligence Model: what it is and what differences it brings compared to classic models. The question of human behavior as applied to the decision-making agent, the new decision-maker. Interfering factors: noise and negative cognitive aspects. Decisional Intelligence and its formative pillars, established as a value for organizational decisions aimed at administrative, financial, technological, commercial, and marketing issues. Case study.