act管理者不太可能将某些事情作为问题.pptx

Chapter 06;Learning Objectives;Learning Objectives (cont.);Decisions choices from two or more alternatives all organizational members make decisions Decision-Making Process a comprehensive, 8-step process Step 1 - Identifying a Problem problem - discrepancy between an existing and a desired state of affairs must be such that it exerts pressure to act manager is unlikely to characterize a situation as a problem unless s/he has necessary resources to act管理者不太可能将某些事情作为问题，如果他们不具有采取行动的必要资源;;Decision-Making Process (cont.) Step 2 - Identifying Decision Criteria decision criteria - what’s relevant in making a decision Step 3 - Allocating Weights to the Criteria must weight the criteria to give them appropriate priority in the decision Step 4 - Developing Alternatives list the viable 可行的alternatives that could resolve the problem without evaluating them Step 5 - Analyzing Alternatives each alternative is evaluated against the criteria; Assessed Values of Notebook Computer Alternatives Against Decision Criteria ;Evaluation of Laptop Computer Alternatives Against Criteria and Weights;Decision Making (cont.);2,Explain why decision making is so pervasive in organizations;3,Describe the rational decision making;Assumptions Of Rationality;4,Contrast the perfectly rational and boundedly rational approaches to decision making;5,Explain the role that intuition plays in the decision-making process;What Is Intuition?;6,Identify the two types of decision problems and the two types of decisions that are used to solve them;6,Identify the two types of decision problems and the two types of decisions that are used to solve them;Types Of Problems, Types Of Decisions, And Level In The Organization;7,Differentiate the decision conditions of certainty, risk, and uncertainty;Expected Value for Revenues from the Addition of One Ski Lift;Decision Trees;example;例:某公司计划开发一种新产品,设计了豪华型和普及型两个型号:个型号:;决策方案 自然状态及概率 支付值 期望值;;Payoff Matrix收益矩阵;Regret Matrix(遗憾矩阵);8,Describe the different decision-making