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Chapter 6 Decision Making The Essence Of The Manager S Job

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Chapter 6 DECISION MAKING: THE ESSENCE OF THE MANAGER’S JOB 6.1 © 2003 Pearson Education Canada Inc.
LEARNING OBJECTIVES ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],6.2
LEARNING OBJECTIVES (continued) ,[object Object],[object Object],[object Object],[object Object],6.3
DECISION MAKING ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],6.4
DECISION MAKING (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],6.5
DECISION MAKING (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],6.6
THE DECISION-MAKING PROCESS 6.3 6.7 Exhibit 6.1 Identifying a Problem Identifying the Decision Criteria Allocating Weights To Criteria ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],10 8 5 5 4 3 My sales representatives need new computers.
6.8 Exhibit 6.1 (continued) Developing Alternatives Fujitsu AST Sharp IBM HP TI NEC Analyzing Alternatives NEC AST HP Fujitsu IBM Sharp TI Selecting an Alternative Implementing Decision Evaluation of Decision Effectiveness ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],The Fujitsu is the best. Compaq Compaq
ASSESSED VALUES OF NOTEBOOK COMPUTER ALTERNATIVES AGAINST DECISION CRITERIA (Exhibit 6.3) 6.9 © 2003 Pearson Education Canada Inc.
EVALUATION OF LAPTOP COMPUTER ALTERNATIVES AGAINST CRITERIA AND WEIGHTS (Exhibit 6.4) 6.10 © 2003 Pearson Education Canada Inc.
DECISIONS IN THE MANAGEMENT FUNCTIONS (Exhibit 6.5) 6.11 © 2003 Pearson Education Canada Inc.
THE MANAGER AS DECISION MAKER ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],6.12 © 2003 Pearson Education Canada Inc.
“ Good Enough” versus Optimizing Lacks Complete Information Cannot Assess All Alternatives Cannot Weigh All Criteria Bounded Rationality 6.13
THE MANAGER AS DECISION MAKER (continued) ,[object Object],[object Object],[object Object],[object Object],6.14 © 2003 Pearson Education Canada Inc.
THE MANAGER AS DECISION MAKER (continued) ,[object Object],[object Object],[object Object],[object Object],6.15 © 2003 Pearson Education Canada Inc.
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.
THE MANAGER AS A DECISION MAKER (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],6.17 © 2003 Pearson Education Canada Inc.
THE MANAGER AS A DECISION MAKER (continued) ,[object Object],[object Object],[object Object],[object Object],6.18 © 2003 Pearson Education Canada Inc.
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
THE MANAGER AS A DECISION MAKER (continued) ,[object Object],[object Object],[object Object],[object Object],6.20 © 2003 Pearson Education Canada Inc.
THE MANAGER AS A DECISION MAKER (continued) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],6.21 © 2003 Pearson Education Canada Inc.
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
MANAGING WORKFORCE DIVERSITY ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],6.23 © 2003 Pearson Education Canada Inc.
OVERVIEW OF MANAGERIAL DECISION MAKING (Exhibit 6.13) Decision-Making Process 6.24 © 2003 Pearson Education Canada Inc. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

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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.

Editor's Notes

  1. 1