RUNNING HEAD: DECISION-MAKING January 11, 2009 Problem Formulation and Identification Every organization uses its own decision-making style. Some organizations prefer to use a rational style, which centers on facts and figures, and logical and scientific approaches to their problems. Other companies use an intuitive style, which focuses on emotional aspects of problems and gut feelings. Recently, a group of business students observed how decisions are typically made at their own places
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In my experience some decision making groups have a higher chance of groupthink than others. There are several factors that determine whether or not groupthink is likely to happen in a group. First, the type of personality of each member of the group, if you have one member with a dominant personality while others don’t the chances of groupthink go up considerably, this can be prevented by not accepting a dominant personality in the group or adding other dominant personalities to maintain a balance
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Chapter 03 Managerial Decision Making True / False Questions 1. (p. 88) Managers often ignore problems. TRUE AACSB: Other management-specific knowledge/abilities Blooms taxonomy: Comprehension Difficulty: Easy Learning Objective: 1 2. (p. 89) Managers typically face ill-structured problems, leaving the decision maker uncertain about how to proceed. TRUE AACSB: Other management-specific knowledge/abilities Blooms taxonomy: Comprehension Difficulty: Easy Learning
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affected by a wide range of groups, bodies and/or individuals. Accordingly, involvement of such groups, bodies and/or individuals may assist in making more informed decisions and increase their potential for success. Furthermore, as the number of such groups, bodies and/or individuals is usually very large, they cannot all be considered for inclusion in such consultation process. Accordingly, a selection process needs to be carried out to identify the most important interest groups to be incorporated in
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Group decision making There are several instances in an organisation when decision-making requires opinions and inputs from more than just one or two people. This is where group decisions come into the picture. Group decision making is a type of participatory process in which multiple individuals acting collectively, analyse problems or situations, consider and evaluate alternative courses of action, and select from among the alternatives a solution or solutions. Some organisations operate
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Decision Making and Problem Solving: Benefits and Techniques Defining Problem Solving and Decision Making Definition of a Problem: A problem exists when there is a gap between what you expect to happen and what actually happens. Definition of Decision Making: Decision making is selecting a course of action from among available alternatives. The Difference between Decision Making and Problem Solving While both processes are systematic, problem solving involves defining a problem and
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Running Head: ORGANIZATIONAL BEHAVIOR Decision making process Name: Institution: Tutor: Course: Date: Organizational behavior is the science of studying how workers and their behavior interact within an organization in a workplace set up. It involves many disciplines which include communication, sociology, management and psychology. Its major aim is to give reports and reviews in the growing research in organizational or industrial psychology and organizational behavior
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The most important thing about being a manager is making decisions. Decision is defined in this chapter as a choice made from among available alternatives. Decision making is the process of identifying and choosing alternatives courses of action. Managers should make logical and optimal decisions based on the rational model of decision making. The classical model assumes managers should make their decision in four stages. Stage 1: Identifying the problem or opportunity. A problem is a difficulty
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Case Study: Decision Making at Choco, p137 1. What is the case about? In your own words, summarise the case by highlighting the main issues. 2. Describe the decision making process at ChocCo. Who were the parties involved? Who should have been involved and why? The decision-making process has been highly centralised. The strategic decision to change the shift timings has been made by the top management on the assumption that the workers will accept it. The decision making style should
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Managerial Decision Making Chapter Three Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Learning Objectives LO1 Describe the kinds of decisions you will face as a manager. LO2 Summarize the steps in making “rational” decisions. LO3 Recognize the pitfalls you should avoid when making decisions. LO4 Evaluate the pros and cons of using a group to make decisions. 3-2 Learning
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