chapter10decisionmakingbyindividualsgroup：由個人與群體決策10章決策-展示頁
2025-01-26 06:10本頁面
【正文】 Manager’s DecisionMaking Styles Will Influence the Way She Attacks Problems Leftbrain thinkers tend to value technical/task issues Rightbrain thinkers tend to value people/social issues ANALYTIC A problem solver who analyzes alternatives and innovates CONCEPTUAL A socially oriented person who sees the big picture DIRECTIVE A rapid decision maker who expects results and relies on rules BEHAVIORAL A person who needs affiliation and wants to help others High Cognitive Complexity Low Cognitive Complexity Managers Take Six Steps in Making an Effective Decision Using the Rational DecisionMaking Process ANALYZE THE SITUATION ?What are the key elements in the situation? ?What constraints affect the decision? ?What resources are available? SET OBJECTIVES ?Is the problem stated clearly? ?Do people understand what they will work on? ?By what criteria will decision making be judged? SEARCH FOR ALTERNATIVES ?Do people involved in the problem make the decision? ?Have they sought plete information? ?Do those with information make the decision? ?Do they use diversity to generate ideas? ?Are all ideas encouraged? Six Steps (Cont.) EVALUATE THE ALTERNATIVES ?Do participants know that they are evaluating? ?Are criteria for assessment clear and understood? ?Are differences of opinion included in evaluation? ?Are some alternatives pilot tested? MAKE THE DECISION ?Do employees know that they are making the decision? ?Are they aware if they are satisficing or optimizing? ?Do action plans fit with the decision? ?Are they mitted to the decision? EVALUATE THE DECISION ?Are responsibilities for data collection, analysis, and reporting clear? ?Is there a prehensive evaluation plan? ?Is there an evaluation schedule? Managers Can Ask These Questions When Evaluating Objectives Relevance Practicality Challenge Measurability Schedulability Balance Do the objectives relate to and support the basic purpose of the anization? Do the objectives recognize obvious constraints? Do the objectives provide a challenge for managers at all levels in the anization? Can managers quantify the objectives? Can managers monitor the objectives at interim points to ensure progress? Do the objectives provide a proper balance on all activities, given anizational goals? Criteria Questions to Ask (cont.) Flexibility Timeliness Technology Growth Cost effectiveness Accountability Are the objectives sufficiently flexible or is the anization likely to find itself locked into a particular course of action? Given the anization’s environment , is this the proper time to adopt these objectives? Do the objectives fall within the boundaries of current technological development? Do the objectives help the anization grow, not just survive? Do the objectives’ expected costs clearly outweigh their benefit? Can managers assess the per
教學(xué)課件相關(guān)推薦
鄂ICP備17016276號-1