管理学课件第6章制定决策管理者工作的本质(Decision--PPT精品文档
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Step 7: Implementing the Alternative
• Putting the chosen alternative into action.
➢ Conveying the decision to and gaining commitment from those who will carry out the decision.
6–5
Exhibit 6–2 Criteria and Weights for Computer Replacement Decision
Criterion
Memory and Storage Battery life Carrying Weight Warranty Display Quality
Step 3: Allocating Weights to the Criteria
• Decision criteria are not of equal importance:
➢ Assigning a weight to each item places the items in the correct priority order of their importance in the decision making process.
6–9
Exhibit 6–4 Evaluation of Laptop Alternatives Against Weighted Criteria
6–10
Step 8: Evaluating the Decision’s Effectiveness
• The soundness of the decision is judged by its outcomes.
➢ Developing, analyzing, and selecting an alternative that can resolve the problem.
➢ Implementing the selected alternative. ➢ Evaluating the decision’s effectiveness.
Decision Making
• Decision(定义)
➢ Making a choice from two or more alternatives.
• The Decision-Making Process(决策过程)
➢ Identifying a problem and decision criteria and allocating weights to the criteria.
➢ How effectively was the problem resolved by outcomes resulting from the chosen alternatives?
➢ If the problem was not resolved, what went wrong?
6–11
Exhibit 6–5 Decisions in the Management Functions
6–2
Exhibit 6–1 The Decision-Making Process
6–3
Step 1: Identifying the Problem
• Problem
➢ A discrepancy between an existing and desired state of affairs.
resources needபைடு நூலகம்d to solve the problem.
6–4
Step 2: Identifying Decision Criteria
• Decision criteria are factors that are important (relevant) to resolving the problem.
• Characteristics of Problems
➢ A problem becomes a problem when a manager becomes aware of it.
➢ There is pressure to solve the problem. ➢ The manager must have the authority, information, or
6–7
Exhibit 6–3 Assessed Values of Laptop Computers Using Decision Criteria
6–8
Step 6: Selecting an Alternative
• Choosing the best alternative
➢ The alternative with the highest total weight is chosen.
Step 5: Analyzing Alternatives
• Appraising each alternative’s strengths and weaknesses
➢ An alternative’s appraisal is based on its ability to resolve the issues identified in steps 2 and 3.
➢ Costs that will be incurred (investments required) ➢ Risks likely to be encountered (chance of failure) ➢ Outcomes that are desired (growth of the firm)
Weight
10 8 6 4 3
6–6
Step 4: Developing Alternatives
• Identifying viable alternatives
➢ Alternatives are listed (without evaluation) that can resolve the problem.
• Putting the chosen alternative into action.
➢ Conveying the decision to and gaining commitment from those who will carry out the decision.
6–5
Exhibit 6–2 Criteria and Weights for Computer Replacement Decision
Criterion
Memory and Storage Battery life Carrying Weight Warranty Display Quality
Step 3: Allocating Weights to the Criteria
• Decision criteria are not of equal importance:
➢ Assigning a weight to each item places the items in the correct priority order of their importance in the decision making process.
6–9
Exhibit 6–4 Evaluation of Laptop Alternatives Against Weighted Criteria
6–10
Step 8: Evaluating the Decision’s Effectiveness
• The soundness of the decision is judged by its outcomes.
➢ Developing, analyzing, and selecting an alternative that can resolve the problem.
➢ Implementing the selected alternative. ➢ Evaluating the decision’s effectiveness.
Decision Making
• Decision(定义)
➢ Making a choice from two or more alternatives.
• The Decision-Making Process(决策过程)
➢ Identifying a problem and decision criteria and allocating weights to the criteria.
➢ How effectively was the problem resolved by outcomes resulting from the chosen alternatives?
➢ If the problem was not resolved, what went wrong?
6–11
Exhibit 6–5 Decisions in the Management Functions
6–2
Exhibit 6–1 The Decision-Making Process
6–3
Step 1: Identifying the Problem
• Problem
➢ A discrepancy between an existing and desired state of affairs.
resources needபைடு நூலகம்d to solve the problem.
6–4
Step 2: Identifying Decision Criteria
• Decision criteria are factors that are important (relevant) to resolving the problem.
• Characteristics of Problems
➢ A problem becomes a problem when a manager becomes aware of it.
➢ There is pressure to solve the problem. ➢ The manager must have the authority, information, or
6–7
Exhibit 6–3 Assessed Values of Laptop Computers Using Decision Criteria
6–8
Step 6: Selecting an Alternative
• Choosing the best alternative
➢ The alternative with the highest total weight is chosen.
Step 5: Analyzing Alternatives
• Appraising each alternative’s strengths and weaknesses
➢ An alternative’s appraisal is based on its ability to resolve the issues identified in steps 2 and 3.
➢ Costs that will be incurred (investments required) ➢ Risks likely to be encountered (chance of failure) ➢ Outcomes that are desired (growth of the firm)
Weight
10 8 6 4 3
6–6
Step 4: Developing Alternatives
• Identifying viable alternatives
➢ Alternatives are listed (without evaluation) that can resolve the problem.