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  1. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com

  2. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Entire Course Midterm Final Exam FOR MORE CLASSES VISIT www.mgmt530rank.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 MGMT 530 Week 3 DQ 1 Understanding Consequences and Tradeoffs MGMT 530 Week 3 DQ 2 Decision Making in Your Organization

  3. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Entire Course FOR MORE CLASSES VISIT www.mgmt530rank.com This Tutorial doesn’t contain Midterm and Final Exam 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

  4. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Final Exam FOR MORE CLASSES VISIT www.mgmt530rank.com 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.

  5. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 1 Case Analysis (Conference Decision) FOR MORE CLASSES VISIT www.mgmt530rank.com 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.

  6. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 1 DQ 1 Defining the Problem FOR MORE CLASSES VISIT www.mgmt530rank.com 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.

  7. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 1 DQ 2 Enabling Conditions FOR MORE CLASSES VISIT www.mgmt530rank.com 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.

  8. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 2 Case Analysis (Conference Decision) FOR MORE CLASSES VISIT www.mgmt530rank.com 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. Approximately 200 attendees are scheduled to attend, flying in from all over the country. All attendees pre-paid their registration fee for the conference.

  9. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 2 DQ 1 Defining Objectives and Alternatives FOR MORE CLASSES VISIT www.mgmt530rank.com 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.

  10. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 2 DQ 2 Intuition FOR MORE CLASSES VISIT www.mgmt530rank.com 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 ski

  11. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 3 Case Analysis Conference Decision Case, Part 2 FOR MORE CLASSES VISIT www.mgmt530rank.com 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. ALTERNATIVES Cancel conference for this year—schedule for next year Keep in New Orleans, but schedule for a later date (when the hotels re-open) Keep same dates, but move to another city Move to another city and schedule for a later date

  12. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 3 DQ 1 Understanding Consequences and Tradeoffs FOR MORE CLASSES VISIT www.mgmt530rank.com 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. Please start by answering the main question.

  13. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 3 DQ 2 Decision Making in Your Organization FOR MORE CLASSES VISIT www.mgmt530rank.com 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

  14. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 4 DQ 1 Defining Uncertainties FOR MORE CLASSES VISIT www.mgmt530rank.com 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'?

  15. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 4 DQ 2 Decision Making Styles FOR MORE CLASSES VISIT www.mgmt530rank.com 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?

  16. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 4 Midterm Exam FOR MORE CLASSES VISIT www.mgmt530rank.com 1. (TCO A) Your small services company has grown rapidly during its first two years and has outgrown the workspace that you have leased for three years. As the operations manager, you have been asked to lead a decision-making team to select a location for the growing company. Your desire is for the team to make an effective decision. i. What criteria should your decision-making approach have to ensure that it is effective? ii. Describe the eight elements for effective decision making used in a rational decision-making approach. (Points : 20) 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.

  17. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 5 Case Analysis Labadee Decision FOR MORE CLASSES VISIT www.mgmt530rank.com 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.

  18. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 5 DQ 1 Risk Tolerance FOR MORE CLASSES VISIT www.mgmt530rank.com 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?

  19. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 5 DQ 2 Sharing Risk with Partners FOR MORE CLASSES VISIT www.mgmt530rank.com 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?

  20. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 6 DQ 1 Linked Decisions FOR MORE CLASSES VISIT www.mgmt530rank.com Describe a decision situation that involved linked decisions. What flexible plans did you use for the subsequent decision?

  21. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 6 DQ 2 Course Project Presentations FOR MORE CLASSES VISIT www.mgmt530rank.com riefly 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

  22. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 7 Course Project (US Foods) FOR MORE CLASSES VISIT www.mgmt530rank.com 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.

  23. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 7 DQ 1 Psychological Traps FOR MORE CLASSES VISIT www.mgmt530rank.com 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?

  24. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com CJA 234 MART The power of possibility/cja234martdotcom MGMT 530 Week 7 DQ 2 Estate Case Analysis FOR MORE CLASSES VISIT www.mgmt530rank.com 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 Scenario The 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.

  25. MGMT 530 RANK Success Is a Tradition/mgmt530rank.com