Fundamentals of Management 4e.
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Transcript Fundamentals of Management 4e.
Part 2: Planning
Chapter 4
Foundations
of
Decision
Making
PowerPoint Presentation by Charlie Cook
Copyright © 2004 Prentice Hall, Inc.
All rights reserved.
Decision-making
• Decision-making process
A set of eight steps that includes identifying a
problem, selecting a solution, and evaluating the
effectiveness of the solution
• Problem
A discrepancy between an existing and a desired
state of affairs
• Decision criteria
Factors that are relevant in a decision
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
4–2
Examples of Planning-Function Decisions
What are the organization’s long-term objectives?
What strategies will best achieve those objectives?
What should the organization’s short-term
objectives be?
What is the most efficient means of completing
tasks?
What might the competition be considering?
What budgets are needed to complete department
tasks?
How difficult should individual goals be?
EXHIBIT 4.1
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4–3
The Decision-Making Process
EXHIBIT 4.2
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4–4
Criteria and Weight in Car-Buying Decision
(Scale of 1 to 10)
CRITERION
WEIGHT
Price
10
Interior comfort
8
Durability
5
Repair record
5
Performance
3
Handling
1
EXHIBIT 4.3
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4–5
Assessment of Car Alternatives
ALTERNATIVES
INITIAL INTERIOR
PRICE COMFORT
DURABILITY
REPAIR
RECORD
PERFORMANCE HANDLING
TOTAL
Jeep Cherokee
2
10
8
7
5
5
37
Ford Mustang
9
6
5
6
8
6
40
Mercedes C230
8
5
6
6
4
6
35
Pontiac Grand Am
9
5
6
7
6
5
38
Mazda Tribute
5
6
9
10
7
7
44
Dodge Durango
10
5
6
4
3
3
31
Volvo S60
4
8
7
6
8
9
42
Isuzu Axiom
7
6
8
6
5
6
38
BMW 325
9
7
6
4
4
7
37
Audi A6
5
8
5
4
10
10
42
Toyota Camry
6
5
10
10
6
6
43
Volkswagen Passat
8
6
6
5
7
8
40
EXHIBIT 4.4
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4–6
Weighting of Vehicles (Assessment Criteria X Criteria Weight)
EXHIBIT 4.5
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4–7
Decision-making (cont’d)
• Decision implementation
Putting a decision into action; includes conveying the
decision to the persons who will be affected by it and
getting their commitment to it
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4–8
Making Decisions: The Rational Model
• Certainty
The implication that the outcome of every possible
alternative is known
• Uncertainty
A condition under which there is not full knowledge of
the problem and reasonable probabilities for
alternative outcomes cannot be determined.
• Risk
The probability that a particular outcome will result
from a given decision
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4–9
Assumptions of Rationality
EXHIBIT 4.6
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4–10
Making Decisions: The Rational Model
• Rational
Describes choices that are consistent and valuemaximizing within specified constraints
• Bounded rationality
Behavior that is rational within the parameters of a
simplified model that captures the essential features
of a problem
• Satisfice
Making a “good enough” decision
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4–11
Three Elements of Creativity
Creativity
The ability to produce
novel and useful ideas
Source: T. M. Amabile, “Motivating Creativity in Organizations,” California Management Review (Fall 1997): 43.
Copyright © 2004 Prentice Hall, Inc. All rights reserved.
EXHIBIT 4.7
4–12
Common Decision-making Errors
• Heuristics: Using judgmental shortcuts
Availability heuristic
the
tendency for people to base their judgments on
information that is readily available to them
Representative heuristic
The
tendency for people to base judgments of
probability on things with which they are familiar
Escalation of commitment
An
increased commitment to a previous decision
despite negative information
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4–13
How Do Problems Differ?
• Well-structured problems
Straightforward, familiar, easily defined problems
• Ill-structured problems
New problems in which information is ambiguous or
incomplete
• Programmed decision
A repetitive decision that can be handled by a routine
approach
• Nonprogrammed decisions
Decisions that must be custom-made to solve unique and
nonrecurring problems
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4–14
Programmed Decision-Making Aids
• Policy
A general guide that establishes parameters for
making decisions about recurring problems
• Procedure
A series of interrelated sequential steps that can be
used to respond to a well-structured problem (policy
implementation)
• Rule
An explicit statement that tells managers what they
ought or ought not to do (limits on procedural actions)
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4–15
Types of Problems, Types of Decisions, and
Level in the Organization
EXHIBIT 4.8
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4–16
Technology And Decision Making
• Expert systems
Software that acts like an expert in analyzing and solving illstructured problems
Use specialized knowledge about a particular problem
area rather than general knowledge
Use qualitative reasoning rather than numerical
calculations
Perform at a level of competence higher than that of
nonexpert humans.
• Neural networks
Software that is designed to imitate the structure of brain
cells and connections among them
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4–17
Decision Making: Styles
• Directive style
Characterizes the low tolerance for ambiguity and a
rational way of thinking of individuals who are logical
and efficient and typically make fast decisions that
focus on the short term.
• Analytic style
Characterizes the high tolerance for ambiguity
combined with a rational way of thinking of individuals
who prefer to have complete information before
making a decision.
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4–18
Decision Making: Styles (cont’d)
• Conceptual style
Individuals who tend to be very broad in outlook, to
look at many alternatives, and to focus on the long
run and often look for creative solutions.
• Behavioral style
Individuals who think intuitively but have a low
tolerance for uncertainty; they work well with others,
are open to suggestions, and are concerned about
the individuals who work for them.
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4–19
Decision-Making Styles
EXHIBIT 4.9
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4–20
Group Decision Making
• Advantages
Make more accurate
decisions
Provides more complete
information
Offers a greater diversity of
experiences and
perspectives
Generates more
alternatives
Increases acceptance of a
solution
Increases the legitimacy of
a decision.
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• Disadvantages
Is more time-consuming
and less efficient
Minority domination can
influence decision process
Increased pressures to
conform to the group’s
mindset (groupthink)
Ambiguous responsibility
for the outcomes of
decisions
4–21
Improving Group Decision Making
• Brainstorming
An idea-generating process that encourages
alternatives while withholding criticism
• Nominal group technique
A decision-making technique in which group
members are physically present but operate
independently
• Electronic meeting
A type of nominal group technique in which
participants are linked by computer
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4–22