企业经营管理概论(英文版)

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1、管理概論管理概論Chapter 4Foundation of Decision Making1 Learning Outcomes Describe the steps in decision-making process.Identify the assumptions of rational decision-making model.Identify the two types of decision problems and the two types of decisions that are used to solve them.Define heuristics and expl

2、ain how they affect the decision-making process.Describe the advantages and the disadvantages of group decision.2 The Decision-Making ProcessIdentification of a problemIdentification of decision criteriaAllocation of weights to criteriaDevelopment of alternativesAnalysis of alternativesSelection of

3、an alternativeImplementation of the alternativeEvaluation of decision effectiveness3 Step 1：Identification of a problemA discrepancy between an existing and desired state of affairs.Identification of a problemIdentification of decision criteriaAllocation of weights to criteriaDevelopment of alternat

4、ivesAnalysis of alternativesSelection of an alternativeImplementation of the alternativeEvaluation of decision effectiveness4 Step 2：Identification of decision criteriaA manager has to assess what factors are relevant in his decision.Identification of a problemIdentification of decision criteriaAllo

5、cation of weights to criteriaDevelopment of alternativesAnalysis of alternativesSelection of an alternativeImplementation of the alternativeEvaluation of decision effectiveness5 Step 3：Allocation of weights to criteriaIt is necessary to allocate weights to the items listed in step 2 in order to give

6、 them their relative priority in the decision.Identification of a problemIdentification of decision criteriaAllocation of weights to criteriaDevelopment of alternativesAnalysis of alternativesSelection of an alternativeImplementation of the alternativeEvaluation of decision effectiveness6 Step 4：Dev

7、elopment of alternativesNo attempt is made in this step to appraise these alternatives,only to list them.Identification of a problemIdentification of decision criteriaAllocation of weights to criteriaDevelopment of alternativesAnalysis of alternativesSelection of an alternativeImplementation of the

8、alternativeEvaluation of decision effectiveness7 Step 5：Analysis of alternativesEach alternative is evaluated by appraising it against the criteria.Identification of a problemIdentification of decision criteriaAllocation of weights to criteriaDevelopment of alternativesAnalysis of alternativesSelect

9、ion of an alternativeImplementation of the alternativeEvaluation of decision effectiveness8 Step 6：Selection of an alternativeWe merely have to choose the alternative that generated the highest score in step 5.Identification of a problemIdentification of decision criteriaAllocation of weights to cri

10、teriaDevelopment of alternativesAnalysis of alternativesSelection of an alternativeImplementation of the alternativeEvaluation of decision effectiveness9 Step 7：Implementation of the alternativeThis step is concerned with putting the decision into action.Identification of a problemIdentification of

11、decision criteriaAllocation of weights to criteriaDevelopment of alternativesAnalysis of alternativesSelection of an alternativeImplementation of the alternativeEvaluation of decision effectiveness10 Step 8：Evaluation of decision effectivenessThe last step in the decision-making process appraises th

12、e result of decision to see whether it has corrected the problem.(Chapter 13)Identification of a problemIdentification of decision criteriaAllocation of weights to criteriaDevelopment of alternativesAnalysis of alternativesSelection of an alternativeImplementation of the alternativeEvaluation of dec

13、ision effectiveness11 Making Decisions：The Rational ModelThe problem is clear and unambiguous.A single well-defined goal is to be achieved.All alternatives and consequences are known.Preferences are clear.Preferences are constant and stable.No time or cost constraints exist.Final choice will maximiz

14、e economic payoff.12 Modification of the Rational Model Bounded RationalityWhat the managers do is construct simplified models that extract the essential features from problems without capturing all of their complexities.A decision in which“good enough”solutions are selected.13 Common Errors are Com

15、mitted in the Decision-making ProcessHeuristicsvJudgment shortcuts Availability heuristicRepresentative heuristic Escalation of commitment14 How Do Problems DifferWell-structured problemsStraightforward,familiar,easily defined problems.Ill-structured problemsNew problems in which information is ambi

16、guous or incomplete.15 How Do Decisions DifferProgrammed decisionA repetitive decision that can be handled by a routine approach.vProcedurevRulevPolicyNonprogrammed decisionSuch decisions are unique and nonrecurring.16 Types of Problems,Types of Decision,and Level in the Organization Ill-StructuredW

17、ell-StructuredType of problem Top LowerLevel in organizationProgrammed decisionsNonprogrammed decisions17 Decision Making Styles AnalyticConceptualBehavioralDirectiveHighLowRationalIntuitiveWay of ThinkingTolerance for Ambiguity18 Advantages of Group Decision Making provide more complete information

18、 bring a diversity of experience and perspectives generate more alternatives increases acceptance of a solution increases legitimacy19 Disdvantages of Group Decision Making time-consuming inefficient members of a group are never perfectly equal pressures to conform(group think)ambiguous responsibili

19、ty20 Improve 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.21Thank you!22演讲完毕，谢谢观看！