Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.
TEORI PENGAMBILAN KEPUTUSAN<br />Pertemuan Ke – 2<br />Pokok Bahasan : Proses PK<br />Subpokok Bahasan :<br />Proses PK<br...
Chapter Outline<br />Challenges for Decision Makers<br />Dealing with Complex Streams of Decisions<br />Coping with Uncert...
8.2<br />Conditions Under Which Decisions Are Made<br />Certainty<br />Uncertainty<br />Risk<br />Objective probabilities<...
8.3<br />Framework for Decision Making<br />Unusual <br />and<br />ambiguous<br />Innovative decisions<br />Uncertainty<br...
PROSES PK UTK MASALAH TERPROGRAM(Rizky Dermawan)<br />Identifikasi Masalah Utama<br />Penentuan Alternatif yg Sesuai & Mem...
PROSES PK UTK MASALAH TIDAK TERPROGRAM(Rizky Dermawan)<br />Identifikasi Masalah<br />Penentuan alternatif terbaik berdasa...
Steps in Problem Solvingand Decision Making<br />“What really, really  is our problem?”<br />“Let’s dream up some great id...
PROSES KREATIVITAS DLM PK<br />INNOVATE or <br />EVAPORATE !<br />
The “four P’s” of CREATIVITY & INNOVATION<br />ORGANIZATIONAL CULTURE<br />INNOVATION<br />CRETATIVITY<br />PROCESS<br />P...
KASUS “PERANG MUKTAH” – KHALID bin WALID sang PEDANG ALLAH (Saifullah)<br /><ul><li>RasulullahmengutusHaritzutkpenguasabas...
Próxima SlideShare
Cargando en…5
×

Tpk - PROSES TPK

ini menjelaskan tahapan proses pengambilan keputusan, baik untuk masalah terprogram, dan juga masalah yang tidak terprogram

  • Inicia sesión para ver los comentarios

  • Sé el primero en recomendar esto

Tpk - PROSES TPK

  1. 1. TEORI PENGAMBILAN KEPUTUSAN<br />Pertemuan Ke – 2<br />Pokok Bahasan : Proses PK<br />Subpokok Bahasan :<br />Proses PK<br />PK berdasarkan lingkungan<br />Proses PK<br />
  2. 2. Chapter Outline<br />Challenges for Decision Makers<br />Dealing with Complex Streams of Decisions<br />Coping with Uncertainty<br />Information-processing Styles<br />Avoiding Perceptual and Behavioral Decision Traps<br />
  3. 3. 8.2<br />Conditions Under Which Decisions Are Made<br />Certainty<br />Uncertainty<br />Risk<br />Objective probabilities<br />Subjective probabilities<br />Adapted from Figure 8.1<br />
  4. 4. 8.3<br />Framework for Decision Making<br />Unusual <br />and<br />ambiguous<br />Innovative decisions<br />Uncertainty<br />Adaptive <br />decisions<br />Conditions under which decisions are made<br />Risk<br />Routine<br />decisions<br />Types of Problems<br />Certainty<br />Known and<br />well defined<br />Types of<br />Solutions<br />Untried andambiguous<br />Adapted from Figure 8.2<br />
  5. 5. PROSES PK UTK MASALAH TERPROGRAM(Rizky Dermawan)<br />Identifikasi Masalah Utama<br />Penentuan Alternatif yg Sesuai & Memungkinkan<br />Penentuan Metode yg tepat<br />Penentuan Rinci dari Konsekuensi Setiap Alternatif<br />Pemilihan Solusi yg Optimal<br />Penentuan Strategi Lanjutan<br />PK sepakati secara bulat<br />
  6. 6. PROSES PK UTK MASALAH TIDAK TERPROGRAM(Rizky Dermawan)<br />Identifikasi Masalah<br />Penentuan alternatif terbaik berdasarkan:<br /> a. Pengalaman Sebelumnya<br /> b. Pengalaman pihak lain sebelumnya<br />3. Pemilihan alternatif yg paling memuaskan<br />4. Penentuan strategi lanjutan yang paling memuaskan<br />5. Keputusan disepakati secara “sepihak”.<br />
  7. 7. Steps in Problem Solvingand Decision Making<br />“What really, really is our problem?”<br />“Let’s dream up some great ideas.”<br />“Some of these ideas are good; others are wacko.”<br />Identify and diagnose the problem<br />Develop creative alternatives<br />Evaluate the alternative solutions<br />“How really good was that idea?”<br />“Now let’s take action.”<br />“This alternative is a winner!”<br />Evaluate and control<br />Implement the decision<br />Choose one alternative solution<br />6.3<br />Adapted from Exhibit 6.2<br />
  8. 8. PROSES KREATIVITAS DLM PK<br />INNOVATE or <br />EVAPORATE !<br />
  9. 9. The “four P’s” of CREATIVITY & INNOVATION<br />ORGANIZATIONAL CULTURE<br />INNOVATION<br />CRETATIVITY<br />PROCESS<br />PERSONAL<br />+<br />POSSIBILITIES<br />=<br />PRODUCT<br />
  10. 10. KASUS “PERANG MUKTAH” – KHALID bin WALID sang PEDANG ALLAH (Saifullah)<br /><ul><li>RasulullahmengutusHaritzutkpenguasabasrahdi Iraq. Haritzdibunuh
  11. 11. OlehGhassani (GubernurBalqa). Rasullullahmengutus 3000 prajurit
  12. 12. utkmemberipelajan & Menjagamartabat.
  13. 13. Terpiculahperangmuktah = 3 ribumuslim VS 200 ribupasukanromawi
  14. 14. & arablainnya.
  15. 15. Panglimapemegangpanji yang gugur = Zaidbin Haritsah, Jakfar, &
  16. 16. IbnuRawahan.
  17. 17. PERSONAL = pribadikhalid
  18. 18. PROSES = diskusisecaragrup
  19. 19. POSSIBILITIES = karakterumatumumnya (tulus, berani & taat)
  20. 20. PRODUCT of INNOVATIVE = strategibertindak
  21. 21. Hasilnyaromawimundur, hargadiriislammelambung, kaumarabbanyak yang gabung, pemicuislamvsromawi, berhasilbebaskanmasjid Al-Aqsa.</li>

×