罗宾斯《管理学》英文原版讲义全集StuRC8eCh(1)
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8th edition Steven P. Robbins Mary Coulter
PowerPoint Presentation by Charlie Cook
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
The Managers as Decision Maker (cont’d)
• Explain maximax, maximin, and minimax decision choice approaches.
• Describe the four decision making styles.
• Discuss the twelve decision-making biases managers may exhibit.
Step 7: Implementing the Decision
• Putting the chosen alternative into action.
Conveying the decision to and gaining commitment from those who will carry out the decision.
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.
• 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 resources needed to solve the problem.
• Describe today’s decision-making environment.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 6–4
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
• Describe how manager can deal with the negative effects of decision errors and biases.
• Explain the managerial decision-making model.
Decision Making for Today’s World
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 6–9
Step 4: Developing Alternatives
• Identifying viable alternatives
Alternatives are listed (without evaluation) that can resolve the proห้องสมุดไป่ตู้lem.
Identifying a problem and decision criteria and allocating weights to the criteria. Developing, analyzing, and selecting an alternative that can resolve the problem. Implementing the selected alternative. Evaluating the decision’s effectiveness.
Decision Making for Today’s World (cont’d)
• Explain how managers can make effective decisions in today’s world.
• List six characteristics of an effective decision-making process. • Tell what a highly reliable organization is. • Describe the five habits of highly reliable organizations.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–5
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Costs that will be incurred (investments required) Risks likely to be encountered (chance of failure)
Outcomes that are desired (growth of the firm)
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–10
Step 6: Selecting an Alternative
• Choosing the best alternative
The alternative with the highest total weight is chosen.
Follow this Learning Outline as you read and study this chapter.
The Decision-Making Process
• Define decision and decision-making process. • Describe the eight steps in the decision-making process. • Explain the challenges managers face in identifying problems. • Discuss why decision criteria are important in the decision-making process. • Describe how managers develop, analyze, and select alternatives. • Explain what happens during implementation and evaluation.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–11
Step 8: Evaluating the Decision’s Effectiveness
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 6–8
Step 2: Identifying Decision Criteria
• Decision criteria are factors that are important (relevant) to resolving the problem.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 6–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–7
Step 1: Identifying the Problem
• Problem
A discrepancy between an existing and desired state of affairs.
What Is An Organization?
• Describe the characteristics of an organization.
• Explain how the concept of an organization is changing.
Why Study Management?
• Explain what intuition is and how it affects decision making.
• Contrast programmed and nonprogrammed decisions.
• Define the three forms of programmed decision making. • Contrast the three decision-making conditions.
• Explain the universality of management concept.
• Discuss why an understanding of management is important even if you don’t plan to be a manager.
• Describe the rewards and challenges of being a manager.
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.
The Managers as Decision Maker
• Explain why decision making is synonymous with managing.
• Discuss the assumptions of rational decision making.
• Describe the concepts of bounded rationality, satisficing, and escalation of commitment.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–6
Decision Making
• Decision
Making a choice from two or more alternatives.
• The Decision-Making Process
PowerPoint Presentation by Charlie Cook
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
LEARNING OUTLINE
The Managers as Decision Maker (cont’d)
• Explain maximax, maximin, and minimax decision choice approaches.
• Describe the four decision making styles.
• Discuss the twelve decision-making biases managers may exhibit.
Step 7: Implementing the Decision
• Putting the chosen alternative into action.
Conveying the decision to and gaining commitment from those who will carry out the decision.
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.
• 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 resources needed to solve the problem.
• Describe today’s decision-making environment.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 6–4
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
• Describe how manager can deal with the negative effects of decision errors and biases.
• Explain the managerial decision-making model.
Decision Making for Today’s World
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 6–9
Step 4: Developing Alternatives
• Identifying viable alternatives
Alternatives are listed (without evaluation) that can resolve the proห้องสมุดไป่ตู้lem.
Identifying a problem and decision criteria and allocating weights to the criteria. Developing, analyzing, and selecting an alternative that can resolve the problem. Implementing the selected alternative. Evaluating the decision’s effectiveness.
Decision Making for Today’s World (cont’d)
• Explain how managers can make effective decisions in today’s world.
• List six characteristics of an effective decision-making process. • Tell what a highly reliable organization is. • Describe the five habits of highly reliable organizations.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–5
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Costs that will be incurred (investments required) Risks likely to be encountered (chance of failure)
Outcomes that are desired (growth of the firm)
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–10
Step 6: Selecting an Alternative
• Choosing the best alternative
The alternative with the highest total weight is chosen.
Follow this Learning Outline as you read and study this chapter.
The Decision-Making Process
• Define decision and decision-making process. • Describe the eight steps in the decision-making process. • Explain the challenges managers face in identifying problems. • Discuss why decision criteria are important in the decision-making process. • Describe how managers develop, analyze, and select alternatives. • Explain what happens during implementation and evaluation.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–11
Step 8: Evaluating the Decision’s Effectiveness
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 6–8
Step 2: Identifying Decision Criteria
• Decision criteria are factors that are important (relevant) to resolving the problem.
Copyright © 2005 Prentice Hall, Inc. All rights reserved. 6–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–7
Step 1: Identifying the Problem
• Problem
A discrepancy between an existing and desired state of affairs.
What Is An Organization?
• Describe the characteristics of an organization.
• Explain how the concept of an organization is changing.
Why Study Management?
• Explain what intuition is and how it affects decision making.
• Contrast programmed and nonprogrammed decisions.
• Define the three forms of programmed decision making. • Contrast the three decision-making conditions.
• Explain the universality of management concept.
• Discuss why an understanding of management is important even if you don’t plan to be a manager.
• Describe the rewards and challenges of being a manager.
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.
The Managers as Decision Maker
• Explain why decision making is synonymous with managing.
• Discuss the assumptions of rational decision making.
• Describe the concepts of bounded rationality, satisficing, and escalation of commitment.
Copyright © 2005 Prentice Hall, Inc. All rights reserved.
6–6
Decision Making
• Decision
Making a choice from two or more alternatives.
• The Decision-Making Process