tailieunhanh - Lecture Organizational behavior – Chapter 6: Making decisions

Lecture Organizational behavior – Chapter 6: Making decisions. The contents of this chapter include all of the following: Identify the need for a decision, develop alternative responses, choose the appropriate alternative, implement a choice. | 6 Making Decisions Neubert & Dyck’s Organizational Behavior 1 Chapter Navigator Identify The Need For a Decision Develop Alternative Responses Choose The Appropriate Alternative Implement a Choice 2 Copyright ©2014 John Wiley & Sons, Inc. 3 Identify The Need For A Decision What is a Decision? Problems and Opportunities Scripts Underlying Issues and Relevant Stakeholders Sustainable Decision Making Process 4 Decisions, Problems and Opportunities What is a Decision? Examples of Decisions Problems and Opportunities Step one: Identifying The Need For a Decision Scripts 5 Stakeholders and Sustainable Decision Making Underlying Issues Stakeholder Analysis Complicating Factors Sustainable Decision Making Process 6 Develop Alternative Reponses Basic Alternative Reponses Programmed Decisions Non-Programmed Decisions Developing Alternatives: Sustainable Approach 7 Basic Alternative Responses and Programmed Decisions Choices When Making Decisions What are Programmed Decisions? Examples of . | 6 Making Decisions Neubert & Dyck’s Organizational Behavior 1 Chapter Navigator Identify The Need For a Decision Develop Alternative Responses Choose The Appropriate Alternative Implement a Choice 2 Copyright ©2014 John Wiley & Sons, Inc. 3 Identify The Need For A Decision What is a Decision? Problems and Opportunities Scripts Underlying Issues and Relevant Stakeholders Sustainable Decision Making Process 4 Decisions, Problems and Opportunities What is a Decision? Examples of Decisions Problems and Opportunities Step one: Identifying The Need For a Decision Scripts 5 Stakeholders and Sustainable Decision Making Underlying Issues Stakeholder Analysis Complicating Factors Sustainable Decision Making Process 6 Develop Alternative Reponses Basic Alternative Reponses Programmed Decisions Non-Programmed Decisions Developing Alternatives: Sustainable Approach 7 Basic Alternative Responses and Programmed Decisions Choices When Making Decisions What are Programmed Decisions? Examples of Programmed Decisions Decision Rules and Policies Examples of Decision Rules and Policies 8 Non-programmed Decisions and a Sustainable Approach Limitations of Programmed Decisions What are Non-programmed Decisions? Examples of Non-programmed Decisions Conventional versus Sustainable Decision Makers: Three Basic Options 9 Choose The Appropriate Alternative Goal Consensus Available Knowledge Uncertainty Decision Making Methods (Rational Choice, Political, Selective, Administrative) 10 Goal Consensus, Available Knowledge and Uncertainty What is Goal Consensus? Low Versus High Goal Consensus What is Available Knowledge? What is Uncertainty? Implications of Uncertainty 11 Decision Making Methods Rational Choice Method Political Method Incremental Trial and Error Method Subjective Method – Intuition and Tacit Knowledge Administrative Method 12 Copyright ©2014 John Wiley & Sons, Inc. 13 Choose The Appropriate Alternative Satisficing and Framing Subjective Effects of Decisions on Employee Appraisals

• Quản trị kinh doanh
• Organizational behavior
• Lecture Organizational behavior
• Organizational behavior theory
• Making decisions
• Lecture Making hard decisions
• Making hard decisions
• Decision tool suite
• Modeling decisions
• Decision analysis
• Subjective judgments
• Decision tools software
• Structuring decisions
• Modeling process
• Structuring values
• Decision ownership
• Making choices
• Double risk dilemma
• Symmetric influence diagrams
• Cumulative risk profiles
• Managerial decision making
• Judgment in managerial decision making
• Decision making
• Making rational decisions
• Claiming value in negotiation
• Game theoretic approaches
• Elements of decision problems
• Decision elements
• Decision context
• Sensitivity analysis
• Requisite decision model
• Sensitivity graphs
• Tornado diagrams
• Organizational use of decision analysis
• Process interweaves
• Strategic management
• Operations management
• Probability basics
• Venn diagrams
• Conditional probability
• Probability formulas
• Subjective probability
• Subjective interpretation
• Long run frequencies
• Assessing discrete probabilities
• Theoretical probability models
• Quantitative uncertainties
• Discrete models
• Binomial distribution
• Risk attitudes
• Utility theory
• Risk tolerance
• Concave curve
• Utility axioms
• Expected utility
• Normative model
• Framing effect
• Improving decision making
• Strategies for better decisions
• Operations strategy
• Product design objectives
• Making Capital Investment Decisions
• Capital Budgeting and Cash Flows
• Incremental Cash Flows
• Pro Forma Financial Statements
• Operating Cash Flows Replacement Decisions
• Discounted Cash Flow Analysis
• Common investment mistakes
• Poor investment decisions
• Investment decisions
• Anatomy of decisions
• System 1 thinking
• System 2 thinking
• Develop alternative responses
• Sustainable decision making