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Chapter 03
McGraw-Hill/Irwin
Learning Objectives
LO1 Describe the kinds of decisions you will face as a manager LO2 Summarize the steps in making rational decisions LO3 Recognize the pitfalls you should avoid when making decisions LO4 Evaluate the pros and cons of using a group to make decisions
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Figure 3.1
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Lack of Structure
Programmed decisions Non programmed decisions Decisions encountered
and made before, having objectively correct answers, and solvable by using simple rules, policies, or numerical computations. New, novel, complex decisions having no proven answers.
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Table 3.1
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Uncertainty
The state that exists when decision makers have insufficient information.
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Conflict
Conflict
Opposing pressures from different sources, occurring on the level of psychological conflict or of conflict between individuals or groups.
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Custom-made solutions
New, creative solutions designed specifically for the problem
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Evaluating Alternatives
Evaluating alternatives
Involves determining the value or adequacy of the alternatives that were generated Which solution will be the best?
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Evaluating Alternatives
Contingency plans
Alternative courses of action that can be implemented based on how the future unfolds.
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Question
___________ is achieving the best possible balance among several goals
A. B. C. D. Maximizing Satisficing Optimizing Minimizing
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Optimizing
Achieving the best possible balance among several goals
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Question
___________ is the process in which a decision maker carefully executes all stages of decision making. A. Innovation B. Quality C. Satisficing D. Vigilance
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Time pressure
Social realities
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Psychological Biases
Illusion of control
Peoples belief that they can influence events, even when they have no control over what will happen
Framing effects
A decision bias influenced by the way in which a problem or decision alternative is phrased or presented.
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Psychological Biases
Discounting the future
A bias weighting short-term costs and benefits more heavily than longer-term costs and benefits.
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Table 3.2
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Goal displacement
A condition that occurs when a decision-making group loses sight of its original goal and a new, less important goal emerges.
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Constructive Conflict
Cognitive conflict
Issue-based differences in perspectives or judgments.
Affective conflict
Emotional disagreement directed toward other people.
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Constructive Conflict
Devils advocate
A person who has the job of criticizing ideas to ensure that their downsides are fully explored.
Dialectic
A structured debate comparing two conflicting courses of action.
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Encouraging Creativity
Creation
Synthesis Modification
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Brainstorming
Brainstorming
A process in which group members generate as many ideas about a problem as they can; criticism is withheld until all ideas have been proposed.
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Incremental model
Model of organizational decision making in which major solutions arise through a series of smaller decisions
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Two Disasters
Table 3.3
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