关于管理概论的讲义(英文版)课件

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,0,30 十一月 2024,1,关于管理概论的讲义(英文版),Learning Outcomes,Describe the steps in decision-making process.,Identify the assumptions of rational,decision-making model.,Identify the two types of decision problems and the two types of decisions that are used to solve them.,Define,heuristics,and explain how they affect the decision-making process.,Describe the advantages and the disadvantages of group decision.,2,The Decision-Making Process,Identification of a problem,Identification of decision criteria,Allocation of weights to criteria,Development of alternatives,Analysis of alternatives,Selection of an alternative,Implementation of the alternative,Evaluation of decision effectiveness,3,Step 1：Identification of a problem,A discrepancy between an existing and desired state of affairs.,Identification of a problem,Identification of decision criteria,Allocation of weights to criteria,Development of alternatives,Analysis of alternatives,Selection of an alternative,Implementation of the alternative,Evaluation of decision effectiveness,4,Step 2：Identification of decision criteria,A manager has to assess what factors are relevant in his decision.,Identification of a problem,Identification of decision criteria,Allocation of weights to criteria,Development of alternatives,Analysis of alternatives,Selection of an alternative,Implementation of the alternative,Evaluation of decision effectiveness,5,Step 3：Allocation of weights to criteria,It is necessary to allocate weights to the items listed in step 2 in order to give them their relative priority in the decision.,Identification of a problem,Identification of decision criteria,Allocation of weights to criteria,Development of alternatives,Analysis of alternatives,Selection of an alternative,Implementation of the alternative,Evaluation of decision effectiveness,6,Step 4：Development of alternatives,No attempt is made in this step to appraise these alternatives,only to list them.,Identification of a problem,Identification of decision criteria,Allocation of weights to criteria,Development of alternatives,Analysis of alternatives,Selection of an alternative,Implementation of the alternative,Evaluation of decision effectiveness,7,Step 5：Analysis of alternatives,Each alternative is evaluated by appraising it against the criteria.,Identification of a problem,Identification of decision criteria,Allocation of weights to criteria,Development of alternatives,Analysis of alternatives,Selection of an alternative,Implementation of the alternative,Evaluation of decision effectiveness,8,Step 6：Selection of an alternative,We merely have to choose the alternative that generated the highest score in step 5.,Identification of a problem,Identification of decision criteria,Allocation of weights to criteria,Development of alternatives,Analysis of alternatives,Selection of an alternative,Implementation of the alternative,Evaluation of decision effectiveness,9,Step 7：Implementation of the alternative,This step is concerned with putting the decision into action.,Identification of a problem,Identification of decision criteria,Allocation of weights to criteria,Development of alternatives,Analysis of alternatives,Selection of an alternative,Implementation of the alternative,Evaluation of decision effectiveness,10,Step 8：Evaluation of decision effectiveness,The last step in the decision-making process appraises the result of decision to see whether it has corrected the problem.,(Chapter 13),Identification of a problem,Identification of decision criteria,Allocation of weights to criteria,Development of alternatives,Analysis of alternatives,Selection of an alternative,Implementation of the alternative,Evaluation of decision effectiveness,11,Making Decisions,：,The Rational Model,The problem is clear and unambiguous.,A single well-defined goal is to be achieved.,All alternatives and consequences are known.,Preferences are clear.,Preferences are constant and stable.,No time or cost constraints exist.,Final choice will maximize economic payoff.,12,Modification of the Rational Model Bounded Rationality,What the managers do is construct simplified models that extract the essential features from problems without capturing all of their complexities.,A decision in which“,good enough,”solutions are selected.,13,Common Errors are Committed in the Decision-making Process,Heuristics,Judgment shortcuts,Availability heuristic,Representative heuristic,Escalation of commitment,14,How Do Problems Differ,Well-structured problems,Straightforward,familiar,easily defined problems.,Ill-structured problems,New problems in which information is ambiguous or incomplete.,15,How Do Decisions Differ,Programmed decision,A repetitive decision that can be handled by a routine approach.,Procedure,Rule,Policy,Nonprogrammed decision,Such decisions are unique and nonrecurring.,16,Types of Problems,Types of Decision,and Level in the Organization,Ill-Structured,Well-Structured,Type of problem,Top,Lower,Level in o