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management presentation asweknow allofusmustmakedecisionswhoeveryouare evenyouareorororjustlike ofcourse everyonewouldliketomakegooddecisionssinceyouarejudgedontheoutcomesofthesedecisions decisionmakingseemssoeasy butitisareallyhardwork sohowtomakegooddecisions managerforexample whatisdecisionmaking decision achoicefromtwoormorealternatives allorganizationalmembersmakedecisionsthataffecttheirjobsandtheorganizationtheyworkfor howmanagersmakedecisions typicallydescribedaschoosingamongalternatives thereeightstepsinthedecision makingprocess let suseanexample amanagerdecidingwhatlaptopcomputertopurchase toillustratethestepsintheprocess step1 identifyingaproblem everydecisionstartswithaproblem anobstaclethatmakesachievingadesiredgoalorpurposedifficulthowdomanagersidentifyproblems donotconfuseproblemswithsymptomsofaproblem identificationofaproblem mysalesrepsneednewcomputers step2 identifyingdecisioncriteria decisioncriteria criteriathatdefinewhat simportantorrelevantinresolvingaproblem identificationofdecisioncriteria memoryandstoragedisplayqualitybatterylifewarrantycarryingweight step3 allocatingweightstothecriteria memoryandstorage10batterylife8carryingweight6warranty4displayquality3 step4 developingalternatives step5 analyzingalternatives step6 selectinganalternativechoosingthebestalternativeortheonethatgeneratedthehighesttotalinstep5step7 implementingthealternativeputthedecisionintoactionbyconveyingittothoseaffectedandgettingtheircommitmenttoitreassesstheenvironmentforanychanges especiallywithalong termdecisionstep8 evaluatingdecisioneffectiveness identificationofaproblem identificationofdecisioncriteria allocationofweightstocriteria developmentofalternatives mysalesrepsneednewcomputers memoryandstoragedisplayqualitybatterylifewarrantycarryingweight memoryandstorage 10batterylife 8carryingweight 6warranty 4displayquality 3 toshibaprot g dellinspironhppavilionappleibooksonyvaiogatewaytoshibaqosmiolenovothinkpad analysisofalternatives selectionofanalternative implementationofthealternative evaluationofdecisioneffectiveness toshibaprot g dellinspironhppavilionappleibooksonyvaiogatewaytoshibaqosmiolenovothinkpad toshibaprot g dellinspironhppavilionappleibooksonyvaiogatewaytoshibaqosmiolenovothinkpad toshiba managersmakingdecisions managersmakedecisionwhen planningorganizingleadingcontrolling 3perspectivesonhowmanagersmakedecisions rationalityboundedrationalityintuition hpacquiredcompaqin2001 whileafewmonthslater hp sperformancesuffered rationality managersmakeconsistent value maximizingchoiceswithspecifiedconstraints assumptionsofrationality 1 tobeperfectlyrational fullyobjective andlogica2 havecarefullydefinedtheproblemandidentifiedallviablealternatives 3 haveaclearandspecificgoal4 willselectthealternativethatmaximizesoutcomesintheorganization sinterestsratherthanintheirpersonalinterests boundedrationality rationality tooperfect unrealisticboundedrationality amorerealisticapproachmanagersmakedecisionsrationally butarelimited bounded bytheirabilitytoprocessinformation assumptionsarethatdecisionmakers 1 willnotanalyzeallinformationonallalternatives2 satisfied maximum choosethefirstalternativeencounteredthatsatisfactorilysolvestheproblem ratherthanmaximizetheoutcomeoftheirdecisionbyconsideringallalternativesandchoosingthebest upongraduationjob influenceondecisionmaking escalationofcommitment anincreasedcommitmenttoapreviousdecisiondespiteevidencethatitmayhavebeenwrong thespacedisaster theroleofintuition intuitivedecisionmakingmakingdecisionsonthebasisofexperience feelings andaccumulatedjudgment fivedifferentaspectsofintuitionactquicklyalthoughhavinglimitedinformationmanagersshouldignoreemotionswhenmakingdecisions exhibit6 7whatisintuition structuredproblemsinvolvegoalsthatclear arefamiliar haveoccurredbefore areeasilyandcompletelydefined informationabouttheproblemisavailableandcomplete programmeddecisionarepetitivedecisionthatcanbehandledbyaroutineapproach typesofproblemsanddecisions typesofprogrammeddecisions policyageneralguidelineformakingadecisionaboutastructuredproblem procedureaseriesofinterrelatedstepsthatamanagercanusetorespond applyingapolicy toastructuredproblem ruleanexplicitstatementthatlimitswhatamanageroremployeecanorcannotdo policy procedure andruleexamples policyacceptallcustomer returnedmerchandise procedurefollowallstepsforcompletingmerchandisereturndocumentation rulesmanagersmustapproveallrefundsover 50 00 nocreditpurchasesarerefundedforcash forinstance thereimbursingoftravelexpenses it snosecretthatoneofthemostmundanetasksontheplanetistrackingandreportingbusiness travelexpenses nonewanttorefuseit actually itisaregularmanagementwork atthesametime lotsofproblemsappearonit howcanwedotosolvethis thesolutiontotheproblemofrelyingonthecompany srulesandprocedures advantagesanddisadvantagesaboutprogrammeddecisions advantagesreduceproblemspromoteefficiencydisadvantagesmummificationcountermeasureregularcheckingupdatingintime anothertype unstructuredproblemsproblemsthatareneworunusualandforwhichinformationisambiguous 模糊的 orincomplete problemsthatwillrequirecustom madesolutions nonprogrammeddecisionsdecisionsthatareuniqueandno
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