act管理者不太可能將某些事情作為問題-文庫吧
2025-02-27 04:14 本頁面
【正文】 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 Decision Making (cont.) 66 6 6 Assessed Values of Notebook Computer Alternatives Against Decision Criteria 67 7 6 Evaluation of Laptop Computer Alternatives Against Criteria and Weights 68 8 6 Decision Making (cont.) DecisionMaking Process (cont.) – Step 6 Selecting an Alternative ? choosing the best alternative from among those considered – Step 7 Implementing the Alternative ? implementation conveying the decision to those affected by it and getting their mitment to it –participation in decisionmaking process inclines people to support the decision –decision may fail if it is not implemented properly – Step 8 Evaluating Decision Effectiveness ? determine whether the problem is resolved 69 9 6 2,Explain why decision making is so pervasive in anizations 610 10 6 3,Describe the rational decision making l Rational Decision Making – decisions are consistent前后一致的 , valuemaximizing choices within specified constraints – managers assumed to make rational decisions – Assumptions of Rationality decision maker would: – be objective and logical – carefully define a problem – have a clear and specific goal – select the alternative that maximizes the likelihood of achieving the goal –make decision in the firm’s best economic interests ? managerial decision making seldom meets all the tests 611 11 6 Assumptions Of Rationality Rational Decision Making Problem is clear and unambiguous Single, well defined goal is to be achieved All alternatives and consequences are known Preferences are clear Preferences偏好 are constant and stable No time or cost constraints exist Final choice will maximize payoff 612 12 6
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