罗宾斯管理学英文版06章

8theditionStevenP.RobbinsMaryCoulterPowerPointPresentationbyCharlieCookCopyright©2005PrenticeHall,Inc.Allrightsreserved.Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–2LEARNINGOUTLINEFollowthisLearningOutlineasyoureadandstudythischapter.TheDecision-MakingProcess•Definedecisionanddecision-makingprocess.•Describetheeightstepsinthedecision-makingprocess.•Explainthechallengesmanagersfaceinidentifyingproblems.•Discusswhydecisioncriteriaareimportantinthedecision-makingprocess.•Describehowmanagersdevelop,analyze,andselectalternatives.•Explainwhathappensduringimplementationandevaluation.Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–3LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.TheManagersasDecisionMaker•Explainwhydecisionmakingissynonymouswithmanaging.•Discusstheassumptionsofrationaldecisionmaking.•Describetheconceptsofboundedrationality,satisficing,andescalationofcommitment.•Explainwhatintuitionisandhowitaffectsdecisionmaking.•Contrastprogrammedandnonprogrammeddecisions.•Definethethreeformsofprogrammeddecisionmaking.•Contrastthethreedecision-makingconditions.Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–4LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.TheManagersasDecisionMaker(cont’d)•Explainmaximax,maximin,andminimaxdecisionchoiceapproaches.•Describethefourdecisionmakingstyles.•Discussthetwelvedecision-makingbiasesmanagersmayexhibit.•Describehowmanagercandealwiththenegativeeffectsofdecisionerrorsandbiases.•Explainthemanagerialdecision-makingmodel.DecisionMakingforToday’sWorld•Describetoday’sdecision-makingenvironment.Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–5LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.DecisionMakingforToday’sWorld(cont’d)•Explainhowmanagerscanmakeeffectivedecisionsintoday’sworld.•Listsixcharacteristicsofaneffectivedecision-makingprocess.•Tellwhatahighlyreliableorganizationis.•Describethefivehabitsofhighlyreliableorganizations.Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–6LEARNINGOUTLINE(cont’d)FollowthisLearningOutlineasyoureadandstudythischapter.WhatIsAnOrganization?•Describethecharacteristicsofanorganization.•Explainhowtheconceptofanorganizationischanging.WhyStudyManagement?•Explaintheuniversalityofmanagementconcept.•Discusswhyanunderstandingofmanagementisimportantevenifyoudon’tplantobeamanager.•Describetherewardsandchallengesofbeingamanager.Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–7DecisionMaking•DecisionMakingachoicefromtwoormorealternatives.•TheDecision-MakingProcessIdentifyingaproblemanddecisioncriteriaandallocatingweightstothecriteria.Developing,analyzing,andselectinganalternativethatcanresolvetheproblem.Implementingtheselectedalternative.Evaluatingthedecision’seffectiveness.Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–8Step1:IdentifyingtheProblem•ProblemAdiscrepancybetweenanexistinganddesiredstateofaffairs.•CharacteristicsofProblemsAproblembecomesaproblemwhenamanagerbecomesawareofit.Thereispressuretosolvetheproblem.Themanagermusthavetheauthority,information,orresourcesneededtosolvetheproblem.Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–9Step2:IdentifyingDecisionCriteria•Decisioncriteriaarefactorsthatareimportant(relevant)toresolvingtheproblem.Coststhatwillbeincurred(investmentsrequired)Riskslikelytobeencountered(chanceoffailure)Outcomesthataredesired(growthofthefirm)Step3:AllocatingWeightstotheCriteria•Decisioncriteriaarenotofequalimportance:Assigningaweighttoeachitemplacestheitemsinthecorrectpriorityorderoftheirimportanceinthedecisionmakingprocess.Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–10Step4:DevelopingAlternatives•IdentifyingviablealternativesAlternativesarelisted(withoutevaluation)thatcanresolvetheproblem.Step5:AnalyzingAlternatives•Appraisingeachalternative’sstrengthsandweaknessesAnalternative’sappraisalisbasedonitsabilitytoresolvetheissuesidentifiedinsteps2and3.Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–11Step6:SelectinganAlternative•ChoosingthebestalternativeThealternativewiththehighesttotalweightischosen.Step7:ImplementingtheDecision•Puttingthechosenalternativeintoaction.Conveyingthedecisiontoandgainingcommitmentfromthosewhowillcarryoutthedecision.Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–12Step8:EvaluatingtheDecision’sEffectiveness•Thesoundnessofthedecisionisjudgedbyitsoutcomes.Howeffectivelywastheproblemresolvedbyoutcomesresultingfromthechosenalternatives?Iftheproblemwasnotresolved,whatwentwrong?Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–13MakingDecisions•RationalityManagersmakeconsistent,value-maximizingchoiceswithspecifiedconstraints.Assumptionsarethatdecisionmakers:Areperfectlyrational,fullyobjective,andlogical.Havecarefullydefinedtheproblemandidentifiedallviablealternatives.HaveaclearandspecificgoalWillselectthealternativethatmaximizesoutcomesintheorganization’sinterestsratherthanintheirpersonalinterests.Copyright©2005PrenticeHall,Inc.Allrightsreserved.6–14MakingDecisio