Decision-making.pptxVIP

Decision-making;Ⅰ. Definition for Decision;Ⅰ. Definition for Decision;Ⅰ. Definition for Decision;Ⅱ. Types of Decisions;Ⅱ. Types of Decisions;Ⅱ. Types of Decisions;Ⅱ. Types of Decisions;Decision;Note: Most decisions are neither completely programmed or completely non-programmed; they are a combination of both. Problems that come up frequently and have a great deal of uncertainty surround them are often of a strategic nature and should be the concern of top management. Upper-level managers make most non-programmed decisions because they have to deal with unstructured problems. Problems that occur frequently and have fairly certain outcomes should be the concern of lower levels of management. Middle managers in most organization concentrate mostly on programmed decisions.;The nature of the problem, how frequently it arises, and the degree of uncertainty surrounding it should dictate the appropriate level of management for making the decision.;Ⅱ. Types of Decisions;Rational Approach;Why can’t we achieve complete rationality?;Herbert Simon’s satisfying rule;Group decisions;Ⅲ. The process of Decision-making;Problem identification;Three types of problems;Developing Alternative Solutions;Evaluating Alternatives;Choosing an Alternative;Implementing the Decision;Evaluation and Control