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Chapter 6 Decision Making The Essence Of The Manager S Job
1.
Chapter 6 DECISION
MAKING: THE ESSENCE OF THE MANAGER’S JOB 6.1 © 2003 Pearson Education Canada Inc.
2.
3.
4.
5.
6.
7.
8.
9.
ASSESSED VALUES OF
NOTEBOOK COMPUTER ALTERNATIVES AGAINST DECISION CRITERIA (Exhibit 6.3) 6.9 © 2003 Pearson Education Canada Inc.
10.
EVALUATION OF LAPTOP
COMPUTER ALTERNATIVES AGAINST CRITERIA AND WEIGHTS (Exhibit 6.4) 6.10 © 2003 Pearson Education Canada Inc.
11.
DECISIONS IN THE
MANAGEMENT FUNCTIONS (Exhibit 6.5) 6.11 © 2003 Pearson Education Canada Inc.
12.
13.
“ Good Enough”
versus Optimizing Lacks Complete Information Cannot Assess All Alternatives Cannot Weigh All Criteria Bounded Rationality 6.13
14.
15.
16.
WHAT IS INTUITION?
Managers make decisions based on experience Managers make decisions based on feelings and emotions Managers make Decisions based on ethical values or culture Managers make decisions based on subconscious data Manager make decisions based on skills, knowledge, or training Intuition Affect- initiated decisions Experienced- based decisions Values or ethics-based decisions Subconscious mental processing Cognitive- based decisions 6.16 © 2003 Pearson Education Canada Inc.
17.
18.
19.
TYPES OF PROBLEMS,
TYPES OF DECISIONS, AND LEVEL IN THE ORGANIZATION (Exhibit 6.8) Programmed Decisions Non-programmed Decisions 6.19 © 2003 Pearson Education Canada Inc. Level in Organization Top Lower Well structured Poorly structured Type of Problem
20.
21.
22.
DECISION-MAKING STYLES (Exhibit
6.12) Analytic Directive Behavioural Conceptual 6.22 © 2003 Pearson Education Canada Inc. Rational Intuitive Way of Thinking High Low Tolerance for Ambiguity
23.
24.
Notas del editor
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