Chapter 6
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Chapter 6. DECISION MAKING: THE ESSENCE OF THE MANAGER ’ S JOB. 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.

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Chapter 6

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Chapter 6





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


Thinking about management issues ?

  • 2- How might an organization’s culture influence the way managers make decisions ?

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 ?

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.

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

statement? Why?

• 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.

  • 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

  • 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

  • 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.

  • "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

  • 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

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