2014/5/14
Learning Objectives #1
•
Understand the nature of managerial decision
Chapter 05
Decision Making,
Learning,
Creativity, and
Entrepreneurship
McGraw-Hill/Irwin
making, differentiate between programmed and
nonprogrammed decisions, and explain why
nonprogrammed decision making is a complex,
uncertain process
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
Decision Making
5-2
Decision Making
•
Programmed decision: Routine, virtually automatic
decision making that follows established rules or
guidelines
Intuition
Reasoned judgment
•Feelings, beliefs, and
•Decisions that take
hunches that come
readily to mind
•
Non-programmed decisions: Nonroutine decision
•Require little effort
making that occurs in response to unusual,
unpredictable opportunities and threats
and information
gathering
•Result in on-the-spot
decisions
time and effort
•Result from careful
information gathering,
generation of
alternatives, and
evaluation of
alternatives
5-3
5-4
The Administrative Model of Decision
Making
•
An approach to decision making that explains why
The Classical Model of Decision Making
decision making is inherently uncertain and risky
and why managers usually make satisfactory rather
than optimum decisions
•Bounded rationality
5-5
5-6
1
2014/5/14
Six Steps in Decision Making
Learning Objectives #2
•
Describe the six steps managers should take to
make the best decisions
5-7
5-8
Learning Objectives #3
Group Decision Making(Pro)
•
Identify the advantages and disadvantages of group
•
Superior to individual decision making
•
Choices less likely to fall victim to bias
•
Able to draw on combined skills, competencies,
decision making, and describe techniques that can
improve it
and accumulated knowledge of group members
•
Improve ability to generate feasible alternatives
and make good decisions
•
Allows managers to process more information
•
Probability of the decision being implemented
successfully increases
5-9
5-10
Group Decision Making (Con)
Learning Objectives #4
•
Groupthink
•
Devi
l
’
sadvocacy
•
Explain the role that organizational learning and
creativity play in helping managers to improve
their decisions
5-11
5-12
2
2014/5/14
S
enge’
sPrinciples for
Creating a Learning Organization
Promoting Individual Creativity
•
Creativity results when employees have an
opportunity to experiment, to take risks, and to
make mistakes and learn from them
•
Creativity can be fostered by giving constructive
feedback and rewarding employees who come up
with creative ideas
5-13
5-14
Promoting Group Creativity
Learning Objectives #5
•
Brainstorming
•
Nominal group technique
•
Delphi technique
•
Describe how managers can encourage and promote
entrepreneurship to create a learning organization,
and differentiate between entrepreneurs and
intrapreneurs
5-15
5-16
Intrapreneurship and Organizational
Learning
•Product champion
Entrepreneurship and Creativity
•
Entrepreneurs
•
Social entrepreneurs
•
Intrapreneur
•Amanagerwhotakes“ownershi
p”ofapr
oj
ec
tand
provides the leadership and vision that take a
product from the idea stage to the final customer
•Skunkworks
•A group who is deliberately separated from normal
operations to encourage them to devote all their
attention to developing new products
5-17
5-18
3