Bài giảng Management - Chapter 3: Managerial Decision Making

Managerial Decision MakingChapter ThreeMcGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.Learning ObjectivesLO1 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.3-*Learning Objectives (cont.)LO5 Identify procedures to use in leading a decision-making groupLO6 Explain how to encourage creative decisionsLO7 Discuss the process by which decisions are made in organizationsLO8 Describe how to make decisions in a crisis3-*Characteristics of Managerial Decisions3-*Figure 3.1Lack of StructureProgrammed decisionsDecisions encountered and made before, having objectively correct answers, and solvable by using simple rules, policies, or numerical computations.Nonprogrammed decisionsNew, novel, complex decisions having no proven answers.3-*ConflictConflictOpposing pressures from different sources, occurring on the level of psychological conflict or of conflict between individuals or groups.3-*The Stages of Decision Making3-*Identifying and diagnosing the problem Making the ChoiceSatisficingChoosing an option that is acceptable, although not necessarily the best or perfectOptimizingAchieving the best possible balance among several goals3-*Implementing the DecisionDetermine how things will look when the decision is fully operational.Chronologically order the steps necessary to achieve a fully operational decision.List the resources and activities required to implement each step.Estimate the time needed for each step.Assign responsibility for each step to specific individuals.3-*Implementing the DecisionWhat problems could this action cause?What can we do to prevent the problems?What unintended benefits or opportunities could arise?How can we make sure they happen?How can we be ready to act when the opportunities come?3-*Psychological BiasesIllusion of controlPeople’s belief that they can influence events, even when they have no control over what will happenFraming effectsA decision bias influenced by the way in which a problem or decision alternative is phrased or presented.3-*Potential Problems of Using a GroupGroupthinkA phenomenon that occurs in decision making when group members avoid disagreement as they strive for consensusGoal displacementA condition that occurs when a decision-making group loses sight of its original goal and a new, less important goal emerges.3-*Managing Group Decision Making3-*Constructive ConflictCognitive conflictIssue-based differences in perspectives or judgments.Affective conflictEmotional disagreement directed toward other people.3-*BrainstormingBrainstormingA process in which group members generate as many ideas about a problem as they can; criticism is withheld until all ideas have been proposed.3-*