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Decision Making, Learning, Creativity, and Entrepreneurship McGraw-Hill/Irwin Contemporary Management, 5/e Copyright Ā© 2008 The McGraw-Hill Companies, Inc. All rights reserved. chapter seven
Learning Objectives ,[object Object],[object Object],[object Object],[object Object],7-
Learning Objectives ,[object Object],[object Object],[object Object],7-
The Nature of Managerial Decision Making ,[object Object],[object Object],7-
The Nature of Managerial Decision Making ,[object Object],[object Object],[object Object],[object Object],7-
Decision Making ,[object Object],[object Object],[object Object],[object Object],7-
Decision Making ,[object Object],[object Object],[object Object],[object Object],7-
Decision Making ,[object Object],[object Object],7-
Decision Making ,[object Object],[object Object],7-
Question? ,[object Object],[object Object],[object Object],[object Object],[object Object],7-
The Classical Model ,[object Object],[object Object],[object Object],[object Object],7-
The Classical Model of Decision Making 7- Figure 7.1
The Administrative Model ,[object Object],[object Object],7-
The Administrative Model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7-
Why Information Is Incomplete 7- Figure 7.2
Causes of Incomplete Information ,[object Object],[object Object],[object Object],[object Object],7-
Causes of Incomplete Information ,[object Object],[object Object],7- Figure 7.3 Young Woman or Old Woman
Causes of Incomplete Information ,[object Object],[object Object],7-
Causes of Incomplete Information ,[object Object],[object Object],7-
Causes of Incomplete Information ,[object Object],[object Object],7-
Six Steps in Decision Making 7- Figure 7.4
Decision Making Steps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7-
Decision Making Steps ,[object Object],[object Object],[object Object],7-
Decision Making Steps 7- Step 3. Evaluate alternatives
7- Figure 7.5 General Criteria for Evaluating Possible Courses of Action
Decision Making Steps ,[object Object],[object Object],[object Object],7-
Decision Making Steps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7-
Discussion Question? ,[object Object],[object Object],[object Object],[object Object],[object Object],7-
Feedback Procedure ,[object Object],[object Object],[object Object],7-
Cognitive Biases and Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object],7-
Sources of Cognitive Bias at the Individual and Group Levels 7- Figure 7.6
Types of Cognitive Biases ,[object Object],[object Object],[object Object],[object Object],7-
Types of Cognitive Biases ,[object Object],[object Object],[object Object],[object Object],7-
Group Decision Making ,[object Object],[object Object],[object Object],[object Object],7-
Group Decision Making ,[object Object],[object Object],7-
Group Decision Making ,[object Object],[object Object],[object Object],[object Object],7-
Group Decision Making ,[object Object],[object Object],7-
Improved Group Decision Making ,[object Object],[object Object],[object Object],7-
Improved Group Decision Making ,[object Object],[object Object],[object Object],[object Object],[object Object],7-
Devilā€™s Advocacy and Dialectical Inquiry 7- Figure 7.7
Organizational Learning and Creativity ,[object Object],[object Object],[object Object],[object Object],7-
Question? ,[object Object],[object Object],[object Object],[object Object],[object Object],7-
Organizational Learning and Creativity ,[object Object],[object Object],[object Object],7-
Sengeā€™s Principles for Creating a Learning? 7- Figure 7.8
Creating a Learning Organization ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7-
Creating a Learning Organization ,[object Object],[object Object],[object Object],[object Object],7-
Building Group Creativity ,[object Object],[object Object],[object Object],[object Object],7-
Building Group Creativity ,[object Object],[object Object],7-
Building Group Creativity ,[object Object],[object Object],[object Object],7-
Building Group Creativity ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],7-
Entrepreneurship ,[object Object],[object Object],7-
Entrepreneurship ,[object Object],[object Object],7-
Entrepreneurship and New Ventures ,[object Object],[object Object],[object Object],[object Object],[object Object],7-
Entrepreneurship and Management ,[object Object],[object Object],7-
Entrepreneurship and Management ,[object Object],7-
Intrapreneurship and Organizational Learning ,[object Object],[object Object],[object Object],[object Object],7-
Movie Example: Youā€™ve Got Mail ,[object Object],7-

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Management Chapter07

Editor's Notes

  1. The correct answer is ā€œBā€ ā€“ classical. See next slide.
  2. There is no one best answer. Each step is important. Ignoring a step will keep managers from making the best decision.
  3. Usually occurs when group members rally around a central managerā€™s idea , and become blindly commit to the idea without considering alternatives. The groupā€™s influence tends to convince each member that the idea must go forward.
  4. The correct answer is ā€œCā€ ā€“ creativity. See next slide.
  5. 19 Entrepreneurs start new businesses and carry out all of the management functions. Entrepreneurs assume all of the risks for losses and receive all of the returns (profits) from their ventures.
  6. 19 Intrapreneurs frustrated with the lack of support or opportunity at their firm often leave and form their own new ventures.
  7. 20
  8. 23
  9. Leonard Maltin describes ā€œYouā€™ve Got Mailā€ as ā€œa long, but entertaining remake of THE SHOP AROUND THE CORNER, with Meg Ryan as the proud proprietor of a neighborhood bookstore, and Tom Hanks as the head of a superstore chain poised to put her out of business.ā€ In Ch 6 ā€“ Life Observed ā€“ Kathleen (Meg Ryan) and her employees discover the identity of the new construction nearby is a Fox Books Superstore. Kathleen has many decisions regarding her future, the future of her business and that of her employees. Students should be able to discuss alternatives and chances for success of each alternative.