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管理概論Chapter4FoundationofDecisionMaking1LearningOutcomesDescribethestepsindecision-makingprocess.Identifytheassumptionsofrationaldecision-makingmodel.Identifythetwotypesofdecisionproblemsandthetwotypesofdecisionsthatareusedtosolvethem.Defineheuristicsandexplainhowtheyaffectthedecision-makingprocess.Describetheadvantagesandthedisadvantagesofgroupdecision.2TheDecision-MakingProcessIdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness3Step1：IdentificationofaproblemAdiscrepancybetweenanexistinganddesiredstateofaffairs.IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness4Step2：IdentificationofdecisioncriteriaAmanagerhastoassesswhatfactorsarerelevantinhisdecision.IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness5Step3：AllocationofweightstocriteriaItisnecessarytoallocateweightstotheitemslistedinstep2inordertogivethemtheirrelativepriorityinthedecision.IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness6Step4：DevelopmentofalternativesNoattemptismadeinthissteptoappraisethesealternatives,onlytolistthem.IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness7Step5：AnalysisofalternativesEachalternativeisevaluatedbyappraisingitagainstthecriteria.IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness8Step6：SelectionofanalternativeWemerelyhavetochoosethealternativethatgeneratedthehighestscoreinstep5.IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness9Step7：ImplementationofthealternativeThisstepisconcernedwithputtingthedecisionintoaction.IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness10Step8：EvaluationofdecisioneffectivenessThelaststepinthedecision-makingprocessappraisestheresultofdecisiontoseewhetherithascorrectedtheproblem.(Chapter13)IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness11MakingDecisions：TheRationalModelTheproblemisclearandunambiguous.Asinglewell-definedgoalistobeachieved.Allalternativesandconsequencesareknown.Preferencesareclear.Preferencesareconstantandstable.Notimeorcostconstraintsexist.Finalchoicewillmaximizeeconomicpayoff.12ModificationoftheRationalModel––BoundedRationalityWhatthemanagersdoisconstructsimplifiedmodelsthatextracttheessentialfeaturesfromproblemswithoutcapturingalloftheircomplexities.Adecisioninwhich““goodenough”solutionsareselected.13CommonErrorsareCommittedintheDecision-makingProcessHeuristicsJudgmentshortcutsAvailabilityheuristicRepresentativeheuristicEscalationofcommitment14HowDoProblemsDifferWell-structuredproblemsStraightforward,familiar,easilydefinedproblems.Ill-structuredproblemsNewproblemsinwhichinformationisambiguousorincomplete.15HowDoDecisionsDifferProgrammeddecisionArepetitivedecisionthatcanbehandledbyaroutineapproach.ProcedureRulePolicyNonprogrammeddecisionSuchdecisionsareuniqueandnonrecurring.16TypesofProblems,TypesofDecision,andLevelintheOrganizationIll-StructuredWell-StructuredTypeofproblemTopLowerLevelinorganizationProgrammeddecisionsNonprogrammeddecisions17DecisionMakingStylesAnalyticConceptualBehavioralDirectiveHighLowRationalIntuitiveWayofThinkingToleranceforAmbiguity18AdvantagesofGroupDecisionMakingprovidemorecompleteinformationbringadiversityofexperienceandperspectivesgeneratemorealternativesincreasesacceptanceofasolutionincreaseslegitimacy19DisdvantagesofGroupDecisionMakingtime-consuminginefficientmembersofagroupareneverperfectlyequalpressurestoconform(groupthink)ambiguousresponsibility20ImproveGroupDecisionMakingBrainstormingAnidea-generatingprocessth

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