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1. Chapter 6
THE ESSENCE OF
2. Thinking about management issues ? 1- Why is decision-making often described as
the essence of the manager?s job?
? As shown in Exhibit 6.5, decisions are
made in all four functions of management.
Almost anything a manager does in terms
of planning, organizing, leading, and
controlling involves decision-making. The
pervasiveness/frequency of decision making
in management explains why
managers are often called decision
3. Thinking about management issues ? 2- How might an organization?s culture influence the way managers make decisions ?
4. Thinking about management issues ? 3- All of us bring biases to the decision we make? What types of biases might a manager have ? What would be the drawbacks of having biases ?could there be any advantages to having biases ?explain . What are the implications for managerial decision making ?
5. Thinking about management issues ? 4- Would you call yourself a systematic or intuitive thinker?
What are the decision-making implications of these
labels? What are the implications for choosing an
? Student responses to this will vary. A systematic
thinker would be one who is more logical and rational in
searching for and processing information. An intuitive
thinker would rely more on instinct\natural feeling and
past experiences in searching for and processing
? The implications for choosing an employer are that
organizations need both systematic and intuitive
thinkers. Each of these styles would provide a different
perspective on situations.
6. Thinking about management issues ? 5- ?As managers use computer and software tools more
often, they?ll be able to make more rational
decisions.? Do you agree or disagree with that
? Although computer and software tools will allow
managers to more easily gather information and
analyze it, it?s doubtful that utilizing computers will
allow managers to be more rational. If we look at the
assumptions of rationality (problem clarity, goal
orientation, known options, clear preferences, and so
forth , even by adding computers to the decision making
process, managers? decision-making still won?t
be perfectly rational.
7. If a manager was purchasing a computer system, issues such as price and model are examples of which part of the decision-making process?
a. problem identification
b. criteria weight allocation
c. identifying decision criteria
d. evaluating decision effectiveness
e. implementing the alternative
8. Which of the following is the step in the decision-making process that follows identifying a problem and decision criteria?
a. allocating weights to the criteria
b. analyzing the alternatives
c. selecting the best alternative
d. implementing the alternative
e. evaluating the decision's effectiveness
9. Managers aren't likely to characterize something as a problem if they perceive ______________.
a. they don't have authority to act. b. pressure to act.
c. a discrepancy.
d. they have sufficient resources.
e. they have budgetary authority.
10. "A discrepancy between an existing and a desired state of affairs" describes which of the steps in the decision-making process?
a. criteria weight allocation
b. analysis of alternatives
c. problem identification
d. decision effectiveness evaluation
e. decision criteria identification
11. Which of the following is not a valid assumption about rationality?
a. The problem is clear and unambiguous.
b. A single well-defined goal is to be achieved.
c. Preferences are clear.
d. Preferences are constantly changing