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關于管理概論的講義(英文版)LearningOutcomesDescribethestepsindecision-makingprocess.Identifytheassumptionsofrationaldecision-makingmodel.Identifythetwotypesofdecisionproblemsandthetwotypesofdecisionsthatareusedtosolvethem.Defineheuristicsandexplainhowtheyaffectthedecision-makingprocess.Describetheadvantagesandthedisadvantagesofgroupdecision.2TheDecision-MakingProcessIdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness3Step1：IdentificationofaproblemAdiscrepancybetweenanexistinganddesiredstateofaffairs.IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness4Step3：AllocationofweightstocriteriaItisnecessarytoallocateweightstotheitemslistedinstep2inordertogivethemtheirrelativepriorityinthedecision.IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness5Step4：DevelopmentofalternativesNoattemptismadeinthissteptoappraisethesealternatives,onlytolistthem.IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness6Step5：AnalysisofalternativesEachalternativeisevaluatedbyappraisingitagainstthecriteria.IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness7Step6：SelectionofanalternativeWemerelyhavetochoosethealternativethatgeneratedthehighestscoreinstep5.IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness8Step8：EvaluationofdecisioneffectivenessThelaststepinthedecision-makingprocessappraisestheresultofdecisiontoseewhetherithascorrectedtheproblem.(Chapter13)IdentificationofaproblemIdentificationofdecisioncriteriaAllocationofweightstocriteriaDevelopmentofalternativesAnalysisofalternativesSelectionofanalternativeImplementationofthealternativeEvaluationofdecisioneffectiveness9MakingDecisions：TheRationalModelTheproblemisclearandunambiguous.Asinglewell-definedgoalistobeachieved.Allalternativesandconsequencesareknown.Preferencesareclear.Preferencesareconstantandstable.Notimeorcostconstraintsexist.Finalchoicewillmaximizeeconomicpayoff.10ModificationoftheRationalModel–BoundedRationalityWhatthemanagersdoisconstructsimplifiedmodelsthatextracttheessentialfeaturesfromproblemswithoutcapturingalloftheircomplexities.Adecisioninwhich“goodenough”solutionsareselected.11CommonErrorsareCommittedintheDecision-makingProcessHeuristicsJudgmentshortcutsAvailabilityheuristicRepresentativeheuristicEscalationofcommitment12HowDoDecisionsDifferProgrammeddecisionArepetitivedecisionthatcanbehandledbyaroutineapproach.ProcedureRulePolicyNonprogrammeddecisionSuchdecisionsareuniqueandnonrecurring.13TypesofProblems,TypesofDecision,andLevelintheOrganizationIll-StructuredWell-StructuredTypeofproblemTopLowerLevelinorganizationProgrammeddecisionsNonprogrammeddecisions14DecisionMakingStylesAnalyticConceptualBehavioralDirectiveHighLowRationalIntuitiveWayofThinkingToleranceforAmbiguity15DisdvantagesofGroupDecisionMakingtime-consuminginefficientmembersofagroupareneverperfectlyequalpressurestoconform(groupthink)ambiguousresponsibility16ImproveGroupDecisionMakingBrainstormingAnidea-generatingprocessthatencouragesalternativeswhilewithhold

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