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Managerial Decision Making

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Managerial Decision Making CHAPTER 9 0
Learning Objectives ,[object Object],[object Object],[object Object],[object Object],0
Learning Objectives (contd.) ,[object Object],[object Object],[object Object],0
Decisions and Decision Making ,[object Object],[object Object],0
Categories of Decisions ,[object Object],[object Object],[object Object],[object Object],[object Object],0
Decisions and Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object],0
Certainty, Risk, Uncertainty, Ambiguity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0
Conditions that Affect the Possibility of Decision Failure Exhibit 9.1 0 Organizational Problem Problem Solution Low High Possibility of Failure Certainty Risk Uncertainty Ambiguity Programmed Decisions Nonprogrammed Decisions
Selecting a Decision Making Model ,[object Object],[object Object],[object Object],0
Three Decision-Making Models ,[object Object],[object Object],[object Object],0
Classical Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Logical decision in the organization’s best economic interests 0
Administrative Model ,[object Object],[object Object],[object Object],Herbert A. Simon How nonprogrammed decisions are made--uncertainty/ambiguity 0
Administrative Model (contd.) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],How nonprogrammed decisions are made--uncertainty/ambiguity 0
Political Model ,[object Object],[object Object],[object Object],[object Object],[object Object],0
Characteristics of Classical, Political, and Administrative Decision Making Models 0
Six Steps in the Managerial Decision Making Process Exhibit 9.3 0
Diagnosis and Analysis of Causes ,[object Object],[object Object],0
Underlying Causes - Kepner /Tregoe ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0
Selection of Desired Alternatives ,[object Object],[object Object],0
Decision Styles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0
Personal Decision Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0
Directive Style ,[object Object],[object Object],[object Object],[object Object],[object Object],0
Analytical Style ,[object Object],[object Object],[object Object],[object Object],0
Conceptual Style ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0
Behavioral Style ,[object Object],[object Object],[object Object],[object Object],[object Object],0
Participation in Decision Making ,[object Object],[object Object],[object Object],Vroom-Jago Model 0
Participation in Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object],Vroom-Jago Model 0
Seven Leader Diagnostic Questions ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],0
New Decision Approaches for Turbulent Times Learn, Don’t Punish Know When to Bail Practice the Five Whys Engage in Rigorous Debate Brainstorming New Decision Approaches for Turbulent Times 0

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Managerial Decision Making

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  • 8. Conditions that Affect the Possibility of Decision Failure Exhibit 9.1 0 Organizational Problem Problem Solution Low High Possibility of Failure Certainty Risk Uncertainty Ambiguity Programmed Decisions Nonprogrammed Decisions
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  • 15. Characteristics of Classical, Political, and Administrative Decision Making Models 0
  • 16. Six Steps in the Managerial Decision Making Process Exhibit 9.3 0
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  • 29. New Decision Approaches for Turbulent Times Learn, Don’t Punish Know When to Bail Practice the Five Whys Engage in Rigorous Debate Brainstorming New Decision Approaches for Turbulent Times 0