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For more course tutorials visitwww.uophelp.comMGMT 530 Week 1 Case Analysis (Conference Decision)MGMT 530 Week 1 DQ 1 Defining the ProblemMGMT 530 Week 1 DQ 2 Enabling ConditionsMGMT 530 Week 2 Case Analysis (Conference Decision)MGMT 530 Week 2 DQ 1 Defining Objectives and Alternatives

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Mgmt 530 focus dreams uophelp com

MGMT 530 Focus Dreams/uophelp.com

for more course tutorials visit

www.uophelp.com


Mgmt 530 focus dreams uophelp com1

MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Entire Course , Midterm and Final Exam

For more course tutorials visit

www.uophelp.com

  • MGMT 530 Week 1 Case Analysis (Conference Decision)

  • MGMT 530 Week 1 DQ 1 Defining the Problem

  • MGMT 530 Week 1 DQ 2 Enabling Conditions

  • MGMT 530 Week 2 Case Analysis (Conference Decision)

  • MGMT 530 Week 2 DQ 1 Defining Objectives and Alternatives

  • MGMT 530 Week 2 DQ 2 Intuition

  • MGMT 530 Week 3 Case Analysis Conference Decision Case, Part 2

  • MGMT 530 Week 3 DQ 1 Understanding Consequences and Tradeoffs

  • MGMT 530 Week 3 DQ 2 Decision Making in Your Organization

  • MGMT 530 Week 4 DQ 1 Defining Uncertainties

  • MGMT 530 Week 4 DQ 2 Decision Making Styles

  • MGMT 530 Week 5 Case Analysis Labadee Decision

  • MGMT 530 Week 5 DQ 1 Risk Tolerance

  • MGMT 530 Week 5 DQ 2 Sharing Risk with Partners

  • MGMT 530 Week 6 DQ 1 Linked Decisions

  • MGMT 530 Week 6 DQ 2 Course Project Presentations

  • MGMT 530 Week 7 Course Project (US Foods)

  • MGMT 530 Week 7 DQ 1 Psychological Traps

  • MGMT 530 Week 7 DQ 2 Estate Case Analysis

  • MGMT 530 Week 4 Midterm Exam


Mgmt 530 focus dreams uophelp com2

MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Entire Course

For more course tutorials visit

www.uophelp.com

  • MGMT 530 Week 1 Case Analysis (Conference Decision)

  • MGMT 530 Week 1 DQ 1 Defining the Problem

  • MGMT 530 Week 1 DQ 2 Enabling Conditions

  • MGMT 530 Week 2 Case Analysis (Conference Decision)

  • MGMT 530 Week 2 DQ 1 Defining Objectives and Alternatives

  • MGMT 530 Week 2 DQ 2 Intuition

  • MGMT 530 Week 3 Case Analysis Conference Decision Case, Part 2

  • MGMT 530 Week 3 DQ 1 Understanding Consequences and Tradeoffs

  • MGMT 530 Week 3 DQ 2 Decision Making in Your Organization

  • MGMT 530 Week 4 DQ 1 Defining Uncertainties

  • MGMT 530 Week 4 DQ 2 Decision Making Styles

  • MGMT 530 Week 5 Case Analysis Labadee Decision

  • MGMT 530 Week 5 DQ 1 Risk Tolerance


Mgmt 530 focus dreams uophelp com3

MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Final Exam

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  • TCOs A, B, C, D, E, F, G and H) Tidewater Services recently celebrated its 10th anniversary as a professional services firm that handles investigations for law firms offering amenities, such as background checks, surveillance, interviewing of witnesses, crash scene investigation, and other related services.The company was founded by Lee Herbert who had extensive experience working for companies that handle investigative work. Herbert is more of a people person and is always looking for the next new client to take on. Admittedly, Herbert had no experience in running a business when he decided to go out on his own and enlisted the help of his long time friend, Bradley Simmons.


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 1 Case Analysis (Conference Decision)

For more course tutorials visit

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  • Week 1 Case Analysis: Conference Decision Case

  • Date: September 2, 2005

  • In less than two weeks, an accounting system user’s conference is scheduled to be held in New Orleans, Louisiana on September 13–16, 2005. Unfortunately, Hurricane Katrina has struck the city leaving a wake of destruction. Based on what you see on television, the hotel and the city cannot possibly accommodate this or any conference for the foreseeable future. 

  • Approximately 200 attendees are scheduled to attend, flying in from all over the country. All attendees prepaid their registration fee for the conference. 


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 1 DQ 1 Defining the Problem

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  • What is the difference between problem solving and decision making? What are the key aspects to defining the problem for a decision situation?Give an example of a decision problem that you are currently dealing with.


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 1 DQ 2 Enabling Conditions

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  • What role does ability, willingness, insight, and commitment play in the decision-making process? How can constraints and other underlying elements complicate the decision-making process?Relate an experience from your work.


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 2 Case Analysis (Conference Decision)

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  • Week 2 Case Analysis: Conference Decision Case

  • Date: September 2, 2005

  • In less than two weeks, an accounting system user’s conference is scheduled to be held in New Orleans, Louisiana on September 13–16, 2005. Unfortunately, Hurricane Katrina has struck the city leaving a wake of destruction. Based on what you see on television, the hotel and the city cannot possibly accommodate this or any conference for the foreseeable future. 


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 2 DQ 1 Defining Objectives and Alternatives

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  • Why is it important to define clear objectives for the decision situation? How can you ensure that you have identified all the appropriate alternatives? Give an example of a problem that you are in the process of deciding or have decided on in the past—identify the objectives and alternatives.

  • We will be looking at two key decision-making elements, which are objectives and alternatives. The objectives will determine the criteria for evaluating solutions to the defined problem. The alternatives for a decision situation are the options that need to be considered.Let us kick off the week by answering the following questions. 


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 2 DQ 2 Intuition

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  • What role does intuition play in decision making? What role does quantitative data play in decision making? Identify a decision situation in which you used both intuition and data for your analysis of the situation.

  • For the second discussion, we will analyze the role that intuition plays in the decision-making process. 

  • OK, I would like to get this politically incorrect idea out of the way from the start ... As you begin to participate in this topic, please consider and share your position on whether you believe intuition is more of a female skill and data analysis more of a male skill? 


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 3 Case Analysis Conference Decision Case, Part 2

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  • Date: September 15, 2005

  • Two weeks after New Orleans was devastated by Hurricane Katrina, you made the decision to postpone the conference and select a different city to hold the conference. Based on your initial objectives and a survey you took of the registered attendees, you created the following consequence table based on the information available.


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 3 DQ 1 Understanding Consequences and Tradeoffs

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  • Why can it be difficult to identify consequences for each alternative and objective? What techniques can be used to simplify the process? Describe a decision situation in which you made tradeoffs to simplify the alternatives. Did you use the even-swap method, weighted scoring model, or another approach?

  • Our objectives this week are to:Build a consequence table with accuracy and completeness.Compare alternatives using a consequence table.Evaluate alternatives by examining tradeoffs.Evaluate alternatives by using a weighted scoring model.Concepts covered this week will help you as you develop alternatives for your course project.


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 3 DQ 2 Decision Making in Your Organization

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  • What process does your organization use to make decisions? Do you clearly identify the problem, objectives, alternatives, consequences, and tradeoffs? What special techniques or tools do you use in your process?

  • In your organizations, what is the general balance of quantitative and qualitative information used  to make decisions? Too much of one or the other


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 4 DQ 1 Defining Uncertainties

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  • How does your organization assess uncertainties in your decision-making process? What are the benefits to using decision trees to assess uncertainties?

  • Provide an example where uncertainties played a major role in a decision situation.

  • In the context of uncertainty, is there a difference between 'possibility' and 'probability'? 


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 4 DQ 2 Decision Making Styles

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  • What is your primary decision-making style? What is your manager’s primary decision-making style? What approaches and tricks have you learned to persuade your manager?


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 4 Midterm Exam

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  • 1. (TCO A) Your small services company has outgrown the current facility after the first two years of a three-year lease. As the operations manager, you are being held accountable for cancelling orders, and you are beginning to lose market share due to late deliveries. The goal is to determine what action to take in the future to improve the situation and restore sales.i. What criteria should have been used in the decision-making process that could have avoided the current situation?ii. Describe the eight elements for effective decision making used in a rational decision-making approach, and describe how it could have been applied seeing this potential crisis in advance.

  • 2. TCO A) Understanding fundamental and means objectives are important to decision analysis and decision making. As your business has grown, you are evaluating moving your company to a larger office closer to several of your key customers and are looking at several different alternatives.


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 5 Case Analysis Labadee Decision

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  • In January 2010, the island nation of Haiti was devastated by an earthquake.

  • Royal Caribbean International, a major cruise line, owns a private beach in Haiti, which is typically a port of call on several of their Caribbean cruise itineraries. The private port, known as Labadee, is about 80 miles away from Port au Prince. The beach was unaffected by the quake.

  • In the days following the earthquake, the company wrestled with several issues as they determined whether to continue to stop in Labadee or temporarily abandon the port of call.


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 5 DQ 1 Risk Tolerance

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  • Describe your risk profile—risk seeking, risk neutral, or risk averse. What are the pitfalls of your risk attitude? How can knowing your manager’s desirability curve come in handy during the decision-making process?


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 5 DQ 2 Sharing Risk with Partners

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  • Describe a decision situation in which you have shared risk with an internal or external business partner. What were the conditions of the shared risk? Explain why the arrangement was successful or not.

  • Is “blame” a risk-mitigator or risk-enhancer? 


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 6 DQ 1 Linked Decisions

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  • Describe a decision situation that involved linked decisions. What flexible plans did you use for the subsequent decision?


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 6 DQ 2 Course Project Presentations

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  • Briefly describe your problem and post a brief PowerPoint presentation that summarizes your Course Project no later than Tuesday.Give feedback to (at least) two other students’ presentations for your remaining posts. Be sure to post on a total of three different days


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 7 Course Project (US Foods)

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  • Objectives

  • The objective of the Course Project is to provide you with practice in creating, justifying, and explaining a decision-making proposal. All elements involved in the creation of this proposal, from problem definition through action plan, must be covered. Further, the proposal, as constructed, must meet the tests of any sound business plan, namely that it has specific and measurable goals and objectives, clearly defined activities, stipulated time frames during which those activities will take place, and clearly defined measurable outcomes.

  • The subject matter of your paper should be business-oriented in nature and should avoid decisions that depend largely on intuition to solve.

  • Although the length of the paper is not predetermined, a 10–15 page analysis, including data and appendices, is probably correct. You will also share a summary PowerPoint presentation with fellow students during the Week 6 Discussion.


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 7 DQ 1 Psychological Traps

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  • Provide a real-life example of one of the traps discussed in the text or the lecture. What can be done to avoid that trap in the future?

  • An interesting human phenomenon is becoming trapped in one's own imagination of self. It is, of course, very important to manage one's reputation by comparing and reconciling how others see you with how you see yourself and want others to see you.Is there a way to protect one's integrity and remain consistent, yet also be flexible and adaptable to change and growth? 


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MGMT 530 Focus Dreams/uophelp.com

MGMT 530 Week 7 DQ 2 Estate Case Analysis

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  • This week, we move from the theoretical to the real world.The following group decision problem scenario is outside of the formal organizational structure but highlights the difficulty in making decisions in group settings and the need to collectively arrive at a group decision-making process.Estate Case Decision Problem ScenarioThe matriarch of a family passes away after a long illness, leaving a house that needs major repair work, a few antiques, and a small insurance policy.


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MGMT 530 Focus Dreams/uophelp.com

for more course tutorials visit

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