关于管理概论的讲义(英文版)

管理概論

Chapter4

FoundationofDecisionMaking1LearningOutcomesDescribethestepsindecision-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-generatingprocessthatencouragesalternativeswhilewithholdingcriticism.NominalgrouptechniqueAdecision-makingtechniqueinwhichgroupmembersarephysicallypresentbutoperateindependently.ElectronicmeetingAtypeofnominalgrouptechniqueinwhichparticipantsarelinkedbycomputer.21Thankyou!!!229、春去春又回，新桃换旧符。在那桃花盛开的地方，在这醉人芬芳的季节，愿你生活像春天一样阳光，心情像桃花一样美丽，日子像桃子一样甜蜜。1月-251月-25Friday,January31,202510、人的志向通常和他们的能力成正比例。15:51:4315:51:4315:511/31/20253:51:43PM11、夫学须志也，才须学也，非学无以广才，非志无以成学。1月-2515