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1、管理学原理英语管理学原理英语教学课件教学课件4-Foundations of Decision MakingLearning ObjectivesnDescribe the decision-making processnAnalyze the rational decision-making modelnExplain the limits of rationalitynLearn how certainty, risk, and uncertainty relate to decision makingnDiscuss the bounded-rational decision maker
2、9/12/20242郭志文 2001 CopyrightLearning ObjectivesnIdentify the two types of decision problems and the two decisions that solve themnLearn how heuristics affect decision makingnIdentify four decision-making stylesnWeigh the pros and cons of group decisionsnLearn three ways to improve group decision mak
3、ing9/12/20243郭志文 2001 CopyrightThe Decision-Making ProcessIdentification of a ProblemIdentification of DecisionCriteriaAllocationof Weightsto CriteriaPriceInterior ComfortDurabilityRepair RecordPerformancePriceInterior ComfortDurabilityRepair RecordPerformance108642I need to buya new car.9/12/20244郭
4、志文 2001 CopyrightDevelopmentof AlternativesAnalysisof Alternatives Ford JeepMazdaDodgeAudiIsuzuChevySelection of anAlternativeImplementationof theAlternativeAppraisal of Decision ResultsPriceComfortDurabilityRepair RecordPerformanceThe Dodgeis the best.ToyotaChevyIsuzuAudiDodgeMazdaJeepFordToyota9/1
5、2/20245郭志文 2001 CopyrightProblemProblemClarityClaritySingleSingleGoalGoalKnownKnownOptionsOptionsClearClearPreferencesPreferencesConstantConstantPreferencesPreferencesNoNoConstraintsConstraintsMaximumMaximumPayoffPayoffAssumptionsAssumptionsof Rationalof RationalDecisionDecisionMakingMaking9/12/2024
6、6郭志文 2001 CopyrightA Model of Bounded RationalityAscertainAscertainthe Need the Need for a Decisionfor a DecisionSimplifySimplifythe Problemthe ProblemSetSet“Satisfying”“Satisfying”CriteriaCriteriaIdentify aIdentify aLimited Set Limited Set of Alternativesof AlternativesCompareCompareAlternativesAlt
7、ernativesAgainst CriteriaAgainst CriteriaExpandExpandSearch forSearch forAlternativesAlternativesSelect theSelect theFirst “GoodFirst “GoodEnough” ChoiceEnough” ChoiceA “Satisficing”A “Satisficing”AlternativeAlternativeExistsExistsYesNo9/12/20247郭志文 2001 CopyrightEscalation ofCommitmentRepresentativ
8、eHeuristicAvailabilityHeuristicCommon Errorsin Decision Making9/12/20248郭志文 2001 CopyrightHow Do Problems Differ?Well-Well-StructuredStructuredProgrammedProgrammedDecisionsDecisionsPoorlyPoorlyStructuredStructuredNon-programmedNon-programmedDecisionsDecisions9/12/20249郭志文 2001 CopyrightMakingProgram
9、medDecisionsSequentialProceduresSpecificRulesGuidingPolicies9/12/202410郭志文 2001 CopyrightIntegrating Decision Making Well-StructuredLevel in Organization ProgrammedProgrammedDecisionsDecisionsTopPoorly StructuredType of ProblemLowerNon-programmedNon-programmedDecisionsDecisions9/12/202411郭志文 2001 Co
10、pyrightAnalyticAnalyticConceptualConceptualBehavioralBehavioralDirectiveDirectiveRationalIntuitiveWay of ThinkingHighLowTolerance for AmbiguityDecision-Making Styles9/12/202412郭志文 2001 CopyrightGroup Decision MakingnMore informationnMore alternativesnIncreased acceptancenLegitimacynTime-consumingnMi
11、nority dominationnPressures to conformnUnclear responsibilityAdvantagesDisadvantages9/12/202413郭志文 2001 CopyrightStrengths ofStrengths ofIndividualsIndividualsStrengths ofStrengths ofGroupsGroupsConsistent ValuesConsistent ValuesClear AccountabilityClear AccountabilitySpeedSpeedIndividual Versus GroupDecision MakingIncreased AcceptanceIncreased AcceptanceHigher Quality DecisionsHigher Quality DecisionsInput and DiversityInput and Diversity9/12/202414郭志文 2001 CopyrightGroup DecisionMakingBrainstormingNominal GroupTechniqueElectronicMeetings9/12/202415郭志文 2001 Copyright
