管理学双语(整理版)PPT04-Decision making
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Define decision and decision-making process.
Describe the eight steps in the decision-making process.
The Manager as Decision Maker
Discuss the assumptions of rational decision making. Describe the concepts of bounded rationality, satisficing, and escalation of commitment.
Follow this Learning Outline as you read and study this chapter.
The Manager as Decision Maker (cont’d)
Contrast the three decision-making conditions.
Explain maximax, maximin, and minimax decision choice approaches.
6–5
The DecisionMaking Process
Exhibit 6.1
6–6
Step 1: Identifying the Problem
• Problem
A discrepancy between an existing and desired state of affairs.
Exhibit 6.3
6–12
Evaluation of Franchise Alternatives Against Weighted Criteria
Start-Up Franchise Financial Open Franchisor Costs Support Qualifications Locations History Total
6–8
Criteria and Weights for Franchise Decision
Criterion
Start-up costs Franchisor support Financial qualifications Open geographical locations
Weight
10 8 6 4
10
8 8 8 7 8 10 4
3
7 5 7 8 3 7 10
10
7 7 7 7 6 8 4
8
8 10 8 8 10 6 8
5
7 10 7 7 8 7 10
GNC Vitamins and Nutritional Supplements
Radio Shack Chem-Dry Carpet Cleaning McDonald’s
Franchisor history
3
Exhibit 6.2
6–9
Step 4: Developing Alternatives
• Identifying viable alternatives
Alternatives are listed (without evaluation) that can resolve the problem.
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.
Are
perfectly rational, fully objective, and logical.
Have
carefully defined the problem and identified all viable alternatives.
Have Will
a clear and specific goal
Management
Chapter
04
Foundations of Decision Making
1–1
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
The Decision-Making Process
Explain what intuition is and how it affects decision making.
Contrast programmed and nonprogrammed decisions.
6–2
L E A R N I N G O U T L I N E (cont’d)
• The soundness of the decision is judged by its outcomes.
How effectively was the problem resolved by outcomes resulting from the chosen alternatives? If the problem was not resolved, what went wrong?
6–14
Making Decisions
• Rationality
Managers make consistent, value-maximizing choices with specified constraints.
Assumptions are that decision makers:
6–10
Step 6: Selecting an Alternative
• Choosing the best alternative
The alternative with the highest total weight is chosen.
Step 7: Implementing the Decision
• 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.
6–7
Step 2: Identifying Decision Criteria
• Decision criteria are factors that are important (relevant) to resolving the problem.
Costs that will be incurred (investments required) Risks likely to be encountered (chance of failure)
• Putting the chosen alternative into action.
Conveying the decision to and gaining commitment from those who will carry out the decision.
6–11
Assessed Values of Franchise Opportunities Using Decision Criteria
Outcomes that are desired (growth of the firm)
பைடு நூலகம்
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.
select the alternative that maximizes outcomes in the organization’s interests rather than in their personal interests.
Making a choice from two or more alternatives.
• The Decision-Making Process
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.
80
80 70 80 100 40
40
56 64 24 56 80
42
42 42 36 48 24
40
32 32 40 24 32
30
21 21 24 21 30
232
231 229 204 249 206
Exhibit 6.4
6–13
Step 8: Evaluating the Decision’s Effectiveness
List six characteristics of an effective decision-making process. Describe the five habits of highly reliable organizations.
6–4
Decision Making
• Decision
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.
Decision Making for Today’s World
Explain how managers can make effective decisions in today’s world.
Start-Up Franchise Financial Open Franchisor Costs Support Qualifications Locations History Franchise
Curves For Women
Quiznos Sandwiches Jani-King Jackson-Hewitt Tax Service
Describe the four decision making styles.
Discuss the twelve decision-making biases managers may exhibit. Describe how manager can deal with the negative effects of decision errors and biases. Explain the managerial decision-making model.
Franchise Curves For Women Quiznos Sandwiches 100 80 24 56 60 42 32 32 15 21 231 231
Jani-King
Jackson-Hewitt Tax Service GNC Vitamins and Nutritional Supplements Radio Shack Chem-Dry Carpet McDonald’s
Describe the eight steps in the decision-making process.
The Manager as Decision Maker
Discuss the assumptions of rational decision making. Describe the concepts of bounded rationality, satisficing, and escalation of commitment.
Follow this Learning Outline as you read and study this chapter.
The Manager as Decision Maker (cont’d)
Contrast the three decision-making conditions.
Explain maximax, maximin, and minimax decision choice approaches.
6–5
The DecisionMaking Process
Exhibit 6.1
6–6
Step 1: Identifying the Problem
• Problem
A discrepancy between an existing and desired state of affairs.
Exhibit 6.3
6–12
Evaluation of Franchise Alternatives Against Weighted Criteria
Start-Up Franchise Financial Open Franchisor Costs Support Qualifications Locations History Total
6–8
Criteria and Weights for Franchise Decision
Criterion
Start-up costs Franchisor support Financial qualifications Open geographical locations
Weight
10 8 6 4
10
8 8 8 7 8 10 4
3
7 5 7 8 3 7 10
10
7 7 7 7 6 8 4
8
8 10 8 8 10 6 8
5
7 10 7 7 8 7 10
GNC Vitamins and Nutritional Supplements
Radio Shack Chem-Dry Carpet Cleaning McDonald’s
Franchisor history
3
Exhibit 6.2
6–9
Step 4: Developing Alternatives
• Identifying viable alternatives
Alternatives are listed (without evaluation) that can resolve the problem.
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.
Are
perfectly rational, fully objective, and logical.
Have
carefully defined the problem and identified all viable alternatives.
Have Will
a clear and specific goal
Management
Chapter
04
Foundations of Decision Making
1–1
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
The Decision-Making Process
Explain what intuition is and how it affects decision making.
Contrast programmed and nonprogrammed decisions.
6–2
L E A R N I N G O U T L I N E (cont’d)
• The soundness of the decision is judged by its outcomes.
How effectively was the problem resolved by outcomes resulting from the chosen alternatives? If the problem was not resolved, what went wrong?
6–14
Making Decisions
• Rationality
Managers make consistent, value-maximizing choices with specified constraints.
Assumptions are that decision makers:
6–10
Step 6: Selecting an Alternative
• Choosing the best alternative
The alternative with the highest total weight is chosen.
Step 7: Implementing the Decision
• 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.
6–7
Step 2: Identifying Decision Criteria
• Decision criteria are factors that are important (relevant) to resolving the problem.
Costs that will be incurred (investments required) Risks likely to be encountered (chance of failure)
• Putting the chosen alternative into action.
Conveying the decision to and gaining commitment from those who will carry out the decision.
6–11
Assessed Values of Franchise Opportunities Using Decision Criteria
Outcomes that are desired (growth of the firm)
பைடு நூலகம்
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.
select the alternative that maximizes outcomes in the organization’s interests rather than in their personal interests.
Making a choice from two or more alternatives.
• The Decision-Making Process
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.
80
80 70 80 100 40
40
56 64 24 56 80
42
42 42 36 48 24
40
32 32 40 24 32
30
21 21 24 21 30
232
231 229 204 249 206
Exhibit 6.4
6–13
Step 8: Evaluating the Decision’s Effectiveness
List six characteristics of an effective decision-making process. Describe the five habits of highly reliable organizations.
6–4
Decision Making
• Decision
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.
Decision Making for Today’s World
Explain how managers can make effective decisions in today’s world.
Start-Up Franchise Financial Open Franchisor Costs Support Qualifications Locations History Franchise
Curves For Women
Quiznos Sandwiches Jani-King Jackson-Hewitt Tax Service
Describe the four decision making styles.
Discuss the twelve decision-making biases managers may exhibit. Describe how manager can deal with the negative effects of decision errors and biases. Explain the managerial decision-making model.
Franchise Curves For Women Quiznos Sandwiches 100 80 24 56 60 42 32 32 15 21 231 231
Jani-King
Jackson-Hewitt Tax Service GNC Vitamins and Nutritional Supplements Radio Shack Chem-Dry Carpet McDonald’s