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The Nature of Managerial Decision Making Decision Making The process by which managers respond to opportunities and threats by analyzing options, and making decisions about goals and courses of action. Decisions in response to opportunities—occurs when managers respond to ways to improve organizational performance. Decisions in response to threats—occurs when managers are impacted by adverse events to the organization.

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Page 1: Decision Making Slide Show

The Nature of Managerial DecisionMaking

1048707 Decision Making The process by which managers respond toopportunities and threats by analyzing options andmaking decisions about goals and courses ofaction1048707 Decisions in response to opportunitiesmdashoccurs whenmanagers respond to ways to improve organizationalperformance1048707 Decisions in response to threatsmdashoccurs when managersare impacted by adverse events to the organization

Decision MakingProgrammed Decision1048707 Routine virtually automatic decision makingthat follows established rules or guidelines1048707 Managers have made the same decision manytimes before1048707 There are rules or guidelines to follow based onexperience with past decisions1048707 Little ambiguity involved

The Nature of Managerial DecisionMakingDecision Makingrdquo

1048707 The process by which managers respond toopportunities and threats by analyzing options andmaking decisions about goals and courses ofaction1048707 Decisions in response to opportunitiesmdashoccurs whenmanagers respond to ways to improve organizationalperformance1048707 Decisions in response to threatsmdashoccurs when managersare impacted by adverse events to the organization

Decision MakingProgrammed Decision1048707 Routine virtually automatic decision makingthat follows established rules or guidelines1048707 Managers have made the same decision manytimes before1048707 There are rules or guidelines to follow based onexperience with past decisions1048707 Little ambiguity involved

Non-Programmed Decisions1048707 Nonroutine decision making that occurs inresponse to unusual unpredictablet iti d th t7-3opportunities and threats1048707 The are no rules to follow since the decision isnew1048707 Decisions are made based on information and amanagerrsquos intuition and judgment

Intuition ndash feelings beliefs and hunches thatcome readily to mind require little effort andinformation gathering and result in on-the-spotdecisions7-41048707Reasoned judgment ndash decisions that take timeand effort to make and result from carefulinformation gathering generation of alternativesand evaluation of alternatives

The Administrative ModelAdministrative Model of Decision Making1048707 Bounded rationality1048707 There is a large number of alternatives andavailable information can be so extensive that7-6managers cannot consider it all1048707 Decisions are limited by peoplersquos cognitiveabilities1048707 Incomplete information1048707 most managers do not see all alternatives anddecide based on incomplete information

Administrative Model of Decision Making1048707 An approach to decision making thatexplains why decision making is inherentlyi d i k d h7-7uncertain and risky and why managersusually make satisfactory rather thanoptimum decisions

GeneralCriteria forE l i7-10EvaluatingPossibleCourses ofAction

Group Decision Making1048707Superior to individual making1048707Choices less likely to fall victim to bias1048707Able to draw on combined skills ofgroup members1048707Improve ability to generate feasiblealternatives

1048707Allows managers to process moreinformation1048707Managers affected by decisions agreeto cooperate

Groupthink1048707 Biased decision making resulting fromgroup members striving for agreement1048707 Usually occurs when group members rallyaround a central managerrsquos idea and becomeblindly commit to the idea without consideringalternatives1048707 The grouprsquos influence tends to convince eachmember that the idea must go forward

Improved Group Decision Making1048707Devilrsquos Advocacy1048707 A group member who defends unpopular oropposing alternatives for the sake ofThe argument1048707 One member of the group who acts as thedevilrsquos advocate by critiquing the way thegroup identified alternatives and pointingout problems with the alternative selection

1048707 Improved Group Decision MakingDialectical Inquiry1048707 Two different groups are assigned to the problemand each group evaluates the other grouprsquos choiceof alternatives1048707 Top managers then hear each group present theiralternatives and each group can critique the other1048707 Promote Diversity1048707 Increasing the diversity in a group may result inconsideration of a wider set of alternatives

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 2: Decision Making Slide Show

Decision MakingProgrammed Decision1048707 Routine virtually automatic decision makingthat follows established rules or guidelines1048707 Managers have made the same decision manytimes before1048707 There are rules or guidelines to follow based onexperience with past decisions1048707 Little ambiguity involved

The Nature of Managerial DecisionMakingDecision Makingrdquo

1048707 The process by which managers respond toopportunities and threats by analyzing options andmaking decisions about goals and courses ofaction1048707 Decisions in response to opportunitiesmdashoccurs whenmanagers respond to ways to improve organizationalperformance1048707 Decisions in response to threatsmdashoccurs when managersare impacted by adverse events to the organization

Decision MakingProgrammed Decision1048707 Routine virtually automatic decision makingthat follows established rules or guidelines1048707 Managers have made the same decision manytimes before1048707 There are rules or guidelines to follow based onexperience with past decisions1048707 Little ambiguity involved

Non-Programmed Decisions1048707 Nonroutine decision making that occurs inresponse to unusual unpredictablet iti d th t7-3opportunities and threats1048707 The are no rules to follow since the decision isnew1048707 Decisions are made based on information and amanagerrsquos intuition and judgment

Intuition ndash feelings beliefs and hunches thatcome readily to mind require little effort andinformation gathering and result in on-the-spotdecisions7-41048707Reasoned judgment ndash decisions that take timeand effort to make and result from carefulinformation gathering generation of alternativesand evaluation of alternatives

The Administrative ModelAdministrative Model of Decision Making1048707 Bounded rationality1048707 There is a large number of alternatives andavailable information can be so extensive that7-6managers cannot consider it all1048707 Decisions are limited by peoplersquos cognitiveabilities1048707 Incomplete information1048707 most managers do not see all alternatives anddecide based on incomplete information

Administrative Model of Decision Making1048707 An approach to decision making thatexplains why decision making is inherentlyi d i k d h7-7uncertain and risky and why managersusually make satisfactory rather thanoptimum decisions

GeneralCriteria forE l i7-10EvaluatingPossibleCourses ofAction

Group Decision Making1048707Superior to individual making1048707Choices less likely to fall victim to bias1048707Able to draw on combined skills ofgroup members1048707Improve ability to generate feasiblealternatives

1048707Allows managers to process moreinformation1048707Managers affected by decisions agreeto cooperate

Groupthink1048707 Biased decision making resulting fromgroup members striving for agreement1048707 Usually occurs when group members rallyaround a central managerrsquos idea and becomeblindly commit to the idea without consideringalternatives1048707 The grouprsquos influence tends to convince eachmember that the idea must go forward

Improved Group Decision Making1048707Devilrsquos Advocacy1048707 A group member who defends unpopular oropposing alternatives for the sake ofThe argument1048707 One member of the group who acts as thedevilrsquos advocate by critiquing the way thegroup identified alternatives and pointingout problems with the alternative selection

1048707 Improved Group Decision MakingDialectical Inquiry1048707 Two different groups are assigned to the problemand each group evaluates the other grouprsquos choiceof alternatives1048707 Top managers then hear each group present theiralternatives and each group can critique the other1048707 Promote Diversity1048707 Increasing the diversity in a group may result inconsideration of a wider set of alternatives

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 3: Decision Making Slide Show

The Nature of Managerial DecisionMakingDecision Makingrdquo

1048707 The process by which managers respond toopportunities and threats by analyzing options andmaking decisions about goals and courses ofaction1048707 Decisions in response to opportunitiesmdashoccurs whenmanagers respond to ways to improve organizationalperformance1048707 Decisions in response to threatsmdashoccurs when managersare impacted by adverse events to the organization

Decision MakingProgrammed Decision1048707 Routine virtually automatic decision makingthat follows established rules or guidelines1048707 Managers have made the same decision manytimes before1048707 There are rules or guidelines to follow based onexperience with past decisions1048707 Little ambiguity involved

Non-Programmed Decisions1048707 Nonroutine decision making that occurs inresponse to unusual unpredictablet iti d th t7-3opportunities and threats1048707 The are no rules to follow since the decision isnew1048707 Decisions are made based on information and amanagerrsquos intuition and judgment

Intuition ndash feelings beliefs and hunches thatcome readily to mind require little effort andinformation gathering and result in on-the-spotdecisions7-41048707Reasoned judgment ndash decisions that take timeand effort to make and result from carefulinformation gathering generation of alternativesand evaluation of alternatives

The Administrative ModelAdministrative Model of Decision Making1048707 Bounded rationality1048707 There is a large number of alternatives andavailable information can be so extensive that7-6managers cannot consider it all1048707 Decisions are limited by peoplersquos cognitiveabilities1048707 Incomplete information1048707 most managers do not see all alternatives anddecide based on incomplete information

Administrative Model of Decision Making1048707 An approach to decision making thatexplains why decision making is inherentlyi d i k d h7-7uncertain and risky and why managersusually make satisfactory rather thanoptimum decisions

GeneralCriteria forE l i7-10EvaluatingPossibleCourses ofAction

Group Decision Making1048707Superior to individual making1048707Choices less likely to fall victim to bias1048707Able to draw on combined skills ofgroup members1048707Improve ability to generate feasiblealternatives

1048707Allows managers to process moreinformation1048707Managers affected by decisions agreeto cooperate

Groupthink1048707 Biased decision making resulting fromgroup members striving for agreement1048707 Usually occurs when group members rallyaround a central managerrsquos idea and becomeblindly commit to the idea without consideringalternatives1048707 The grouprsquos influence tends to convince eachmember that the idea must go forward

Improved Group Decision Making1048707Devilrsquos Advocacy1048707 A group member who defends unpopular oropposing alternatives for the sake ofThe argument1048707 One member of the group who acts as thedevilrsquos advocate by critiquing the way thegroup identified alternatives and pointingout problems with the alternative selection

1048707 Improved Group Decision MakingDialectical Inquiry1048707 Two different groups are assigned to the problemand each group evaluates the other grouprsquos choiceof alternatives1048707 Top managers then hear each group present theiralternatives and each group can critique the other1048707 Promote Diversity1048707 Increasing the diversity in a group may result inconsideration of a wider set of alternatives

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 4: Decision Making Slide Show

Decision MakingProgrammed Decision1048707 Routine virtually automatic decision makingthat follows established rules or guidelines1048707 Managers have made the same decision manytimes before1048707 There are rules or guidelines to follow based onexperience with past decisions1048707 Little ambiguity involved

Non-Programmed Decisions1048707 Nonroutine decision making that occurs inresponse to unusual unpredictablet iti d th t7-3opportunities and threats1048707 The are no rules to follow since the decision isnew1048707 Decisions are made based on information and amanagerrsquos intuition and judgment

Intuition ndash feelings beliefs and hunches thatcome readily to mind require little effort andinformation gathering and result in on-the-spotdecisions7-41048707Reasoned judgment ndash decisions that take timeand effort to make and result from carefulinformation gathering generation of alternativesand evaluation of alternatives

The Administrative ModelAdministrative Model of Decision Making1048707 Bounded rationality1048707 There is a large number of alternatives andavailable information can be so extensive that7-6managers cannot consider it all1048707 Decisions are limited by peoplersquos cognitiveabilities1048707 Incomplete information1048707 most managers do not see all alternatives anddecide based on incomplete information

Administrative Model of Decision Making1048707 An approach to decision making thatexplains why decision making is inherentlyi d i k d h7-7uncertain and risky and why managersusually make satisfactory rather thanoptimum decisions

GeneralCriteria forE l i7-10EvaluatingPossibleCourses ofAction

Group Decision Making1048707Superior to individual making1048707Choices less likely to fall victim to bias1048707Able to draw on combined skills ofgroup members1048707Improve ability to generate feasiblealternatives

1048707Allows managers to process moreinformation1048707Managers affected by decisions agreeto cooperate

Groupthink1048707 Biased decision making resulting fromgroup members striving for agreement1048707 Usually occurs when group members rallyaround a central managerrsquos idea and becomeblindly commit to the idea without consideringalternatives1048707 The grouprsquos influence tends to convince eachmember that the idea must go forward

Improved Group Decision Making1048707Devilrsquos Advocacy1048707 A group member who defends unpopular oropposing alternatives for the sake ofThe argument1048707 One member of the group who acts as thedevilrsquos advocate by critiquing the way thegroup identified alternatives and pointingout problems with the alternative selection

1048707 Improved Group Decision MakingDialectical Inquiry1048707 Two different groups are assigned to the problemand each group evaluates the other grouprsquos choiceof alternatives1048707 Top managers then hear each group present theiralternatives and each group can critique the other1048707 Promote Diversity1048707 Increasing the diversity in a group may result inconsideration of a wider set of alternatives

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 5: Decision Making Slide Show

Non-Programmed Decisions1048707 Nonroutine decision making that occurs inresponse to unusual unpredictablet iti d th t7-3opportunities and threats1048707 The are no rules to follow since the decision isnew1048707 Decisions are made based on information and amanagerrsquos intuition and judgment

Intuition ndash feelings beliefs and hunches thatcome readily to mind require little effort andinformation gathering and result in on-the-spotdecisions7-41048707Reasoned judgment ndash decisions that take timeand effort to make and result from carefulinformation gathering generation of alternativesand evaluation of alternatives

The Administrative ModelAdministrative Model of Decision Making1048707 Bounded rationality1048707 There is a large number of alternatives andavailable information can be so extensive that7-6managers cannot consider it all1048707 Decisions are limited by peoplersquos cognitiveabilities1048707 Incomplete information1048707 most managers do not see all alternatives anddecide based on incomplete information

Administrative Model of Decision Making1048707 An approach to decision making thatexplains why decision making is inherentlyi d i k d h7-7uncertain and risky and why managersusually make satisfactory rather thanoptimum decisions

GeneralCriteria forE l i7-10EvaluatingPossibleCourses ofAction

Group Decision Making1048707Superior to individual making1048707Choices less likely to fall victim to bias1048707Able to draw on combined skills ofgroup members1048707Improve ability to generate feasiblealternatives

1048707Allows managers to process moreinformation1048707Managers affected by decisions agreeto cooperate

Groupthink1048707 Biased decision making resulting fromgroup members striving for agreement1048707 Usually occurs when group members rallyaround a central managerrsquos idea and becomeblindly commit to the idea without consideringalternatives1048707 The grouprsquos influence tends to convince eachmember that the idea must go forward

Improved Group Decision Making1048707Devilrsquos Advocacy1048707 A group member who defends unpopular oropposing alternatives for the sake ofThe argument1048707 One member of the group who acts as thedevilrsquos advocate by critiquing the way thegroup identified alternatives and pointingout problems with the alternative selection

1048707 Improved Group Decision MakingDialectical Inquiry1048707 Two different groups are assigned to the problemand each group evaluates the other grouprsquos choiceof alternatives1048707 Top managers then hear each group present theiralternatives and each group can critique the other1048707 Promote Diversity1048707 Increasing the diversity in a group may result inconsideration of a wider set of alternatives

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 6: Decision Making Slide Show

Intuition ndash feelings beliefs and hunches thatcome readily to mind require little effort andinformation gathering and result in on-the-spotdecisions7-41048707Reasoned judgment ndash decisions that take timeand effort to make and result from carefulinformation gathering generation of alternativesand evaluation of alternatives

The Administrative ModelAdministrative Model of Decision Making1048707 Bounded rationality1048707 There is a large number of alternatives andavailable information can be so extensive that7-6managers cannot consider it all1048707 Decisions are limited by peoplersquos cognitiveabilities1048707 Incomplete information1048707 most managers do not see all alternatives anddecide based on incomplete information

Administrative Model of Decision Making1048707 An approach to decision making thatexplains why decision making is inherentlyi d i k d h7-7uncertain and risky and why managersusually make satisfactory rather thanoptimum decisions

GeneralCriteria forE l i7-10EvaluatingPossibleCourses ofAction

Group Decision Making1048707Superior to individual making1048707Choices less likely to fall victim to bias1048707Able to draw on combined skills ofgroup members1048707Improve ability to generate feasiblealternatives

1048707Allows managers to process moreinformation1048707Managers affected by decisions agreeto cooperate

Groupthink1048707 Biased decision making resulting fromgroup members striving for agreement1048707 Usually occurs when group members rallyaround a central managerrsquos idea and becomeblindly commit to the idea without consideringalternatives1048707 The grouprsquos influence tends to convince eachmember that the idea must go forward

Improved Group Decision Making1048707Devilrsquos Advocacy1048707 A group member who defends unpopular oropposing alternatives for the sake ofThe argument1048707 One member of the group who acts as thedevilrsquos advocate by critiquing the way thegroup identified alternatives and pointingout problems with the alternative selection

1048707 Improved Group Decision MakingDialectical Inquiry1048707 Two different groups are assigned to the problemand each group evaluates the other grouprsquos choiceof alternatives1048707 Top managers then hear each group present theiralternatives and each group can critique the other1048707 Promote Diversity1048707 Increasing the diversity in a group may result inconsideration of a wider set of alternatives

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 7: Decision Making Slide Show

The Administrative ModelAdministrative Model of Decision Making1048707 Bounded rationality1048707 There is a large number of alternatives andavailable information can be so extensive that7-6managers cannot consider it all1048707 Decisions are limited by peoplersquos cognitiveabilities1048707 Incomplete information1048707 most managers do not see all alternatives anddecide based on incomplete information

Administrative Model of Decision Making1048707 An approach to decision making thatexplains why decision making is inherentlyi d i k d h7-7uncertain and risky and why managersusually make satisfactory rather thanoptimum decisions

GeneralCriteria forE l i7-10EvaluatingPossibleCourses ofAction

Group Decision Making1048707Superior to individual making1048707Choices less likely to fall victim to bias1048707Able to draw on combined skills ofgroup members1048707Improve ability to generate feasiblealternatives

1048707Allows managers to process moreinformation1048707Managers affected by decisions agreeto cooperate

Groupthink1048707 Biased decision making resulting fromgroup members striving for agreement1048707 Usually occurs when group members rallyaround a central managerrsquos idea and becomeblindly commit to the idea without consideringalternatives1048707 The grouprsquos influence tends to convince eachmember that the idea must go forward

Improved Group Decision Making1048707Devilrsquos Advocacy1048707 A group member who defends unpopular oropposing alternatives for the sake ofThe argument1048707 One member of the group who acts as thedevilrsquos advocate by critiquing the way thegroup identified alternatives and pointingout problems with the alternative selection

1048707 Improved Group Decision MakingDialectical Inquiry1048707 Two different groups are assigned to the problemand each group evaluates the other grouprsquos choiceof alternatives1048707 Top managers then hear each group present theiralternatives and each group can critique the other1048707 Promote Diversity1048707 Increasing the diversity in a group may result inconsideration of a wider set of alternatives

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 8: Decision Making Slide Show

Administrative Model of Decision Making1048707 An approach to decision making thatexplains why decision making is inherentlyi d i k d h7-7uncertain and risky and why managersusually make satisfactory rather thanoptimum decisions

GeneralCriteria forE l i7-10EvaluatingPossibleCourses ofAction

Group Decision Making1048707Superior to individual making1048707Choices less likely to fall victim to bias1048707Able to draw on combined skills ofgroup members1048707Improve ability to generate feasiblealternatives

1048707Allows managers to process moreinformation1048707Managers affected by decisions agreeto cooperate

Groupthink1048707 Biased decision making resulting fromgroup members striving for agreement1048707 Usually occurs when group members rallyaround a central managerrsquos idea and becomeblindly commit to the idea without consideringalternatives1048707 The grouprsquos influence tends to convince eachmember that the idea must go forward

Improved Group Decision Making1048707Devilrsquos Advocacy1048707 A group member who defends unpopular oropposing alternatives for the sake ofThe argument1048707 One member of the group who acts as thedevilrsquos advocate by critiquing the way thegroup identified alternatives and pointingout problems with the alternative selection

1048707 Improved Group Decision MakingDialectical Inquiry1048707 Two different groups are assigned to the problemand each group evaluates the other grouprsquos choiceof alternatives1048707 Top managers then hear each group present theiralternatives and each group can critique the other1048707 Promote Diversity1048707 Increasing the diversity in a group may result inconsideration of a wider set of alternatives

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 9: Decision Making Slide Show

GeneralCriteria forE l i7-10EvaluatingPossibleCourses ofAction

Group Decision Making1048707Superior to individual making1048707Choices less likely to fall victim to bias1048707Able to draw on combined skills ofgroup members1048707Improve ability to generate feasiblealternatives

1048707Allows managers to process moreinformation1048707Managers affected by decisions agreeto cooperate

Groupthink1048707 Biased decision making resulting fromgroup members striving for agreement1048707 Usually occurs when group members rallyaround a central managerrsquos idea and becomeblindly commit to the idea without consideringalternatives1048707 The grouprsquos influence tends to convince eachmember that the idea must go forward

Improved Group Decision Making1048707Devilrsquos Advocacy1048707 A group member who defends unpopular oropposing alternatives for the sake ofThe argument1048707 One member of the group who acts as thedevilrsquos advocate by critiquing the way thegroup identified alternatives and pointingout problems with the alternative selection

1048707 Improved Group Decision MakingDialectical Inquiry1048707 Two different groups are assigned to the problemand each group evaluates the other grouprsquos choiceof alternatives1048707 Top managers then hear each group present theiralternatives and each group can critique the other1048707 Promote Diversity1048707 Increasing the diversity in a group may result inconsideration of a wider set of alternatives

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 10: Decision Making Slide Show

Group Decision Making1048707Superior to individual making1048707Choices less likely to fall victim to bias1048707Able to draw on combined skills ofgroup members1048707Improve ability to generate feasiblealternatives

1048707Allows managers to process moreinformation1048707Managers affected by decisions agreeto cooperate

Groupthink1048707 Biased decision making resulting fromgroup members striving for agreement1048707 Usually occurs when group members rallyaround a central managerrsquos idea and becomeblindly commit to the idea without consideringalternatives1048707 The grouprsquos influence tends to convince eachmember that the idea must go forward

Improved Group Decision Making1048707Devilrsquos Advocacy1048707 A group member who defends unpopular oropposing alternatives for the sake ofThe argument1048707 One member of the group who acts as thedevilrsquos advocate by critiquing the way thegroup identified alternatives and pointingout problems with the alternative selection

1048707 Improved Group Decision MakingDialectical Inquiry1048707 Two different groups are assigned to the problemand each group evaluates the other grouprsquos choiceof alternatives1048707 Top managers then hear each group present theiralternatives and each group can critique the other1048707 Promote Diversity1048707 Increasing the diversity in a group may result inconsideration of a wider set of alternatives

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 11: Decision Making Slide Show

Groupthink1048707 Biased decision making resulting fromgroup members striving for agreement1048707 Usually occurs when group members rallyaround a central managerrsquos idea and becomeblindly commit to the idea without consideringalternatives1048707 The grouprsquos influence tends to convince eachmember that the idea must go forward

Improved Group Decision Making1048707Devilrsquos Advocacy1048707 A group member who defends unpopular oropposing alternatives for the sake ofThe argument1048707 One member of the group who acts as thedevilrsquos advocate by critiquing the way thegroup identified alternatives and pointingout problems with the alternative selection

1048707 Improved Group Decision MakingDialectical Inquiry1048707 Two different groups are assigned to the problemand each group evaluates the other grouprsquos choiceof alternatives1048707 Top managers then hear each group present theiralternatives and each group can critique the other1048707 Promote Diversity1048707 Increasing the diversity in a group may result inconsideration of a wider set of alternatives

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 12: Decision Making Slide Show

1048707 Improved Group Decision MakingDialectical Inquiry1048707 Two different groups are assigned to the problemand each group evaluates the other grouprsquos choiceof alternatives1048707 Top managers then hear each group present theiralternatives and each group can critique the other1048707 Promote Diversity1048707 Increasing the diversity in a group may result inconsideration of a wider set of alternatives

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 13: Decision Making Slide Show

Organizational Learning andCreativity1048707Organizational Learning1048707 Managers seek to improve a employeersquosdesire and ability to understand andmanage the organization and its taskenvironment so as to raise effectiveness1048707The Learning Organization1048707 Managers try to maximize the peoplersquosability to behave creatively Sengersquos Principles for Creating aLearning Organization(nxt page diag)

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 14: Decision Making Slide Show

Organizational Learning andCreativityCreativity1048707 The ability of the decision maker todiscover novel ideas leading to a feasiblecourse of action1048707 A creative managementstaff and employees arethe key to the learningorganization

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 15: Decision Making Slide Show

Promoting Individual CreativityOrganizations can build an environmentsupportive of creativity1048707 Managers must provide employees with the

ability to take risks1048707 If people take risks they will occasionally fail1048707 To build creativity periodic failures must berewarded1048707 This idea is hard to accept for some managers

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 16: Decision Making Slide Show

Building Group CreativityBrainstorming1048707 Managers meet face-to-face to generate anddebate many alternatives1048707 Group members are not allowed to evaluate alternatives until all alternatives are listed1048707 When all are listed then the pros and cons of each arediscussed and a short list created1048707 Production blocking1048707 Members cannot absorb all information being presentedduring the session and can forget even their ownalternatives

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
  • Slide 3
  • Slide 4
  • Slide 5
  • Slide 6
  • Slide 7
  • Slide 8
  • Slide 9
  • Slide 10
  • Slide 11
  • Slide 12
  • Slide 13
  • Slide 14
  • Slide 15
  • Slide 16
  • Slide 17
  • Slide 18
  • Slide 19
  • Slide 20
  • Slide 21
Page 17: Decision Making Slide Show

Building Group Creativity

Nominal Group Technique1048707 Provides a more structured way to generatealternatives in writing1048707 Avoids the production blocking problem7-21p gp1048707 Similar to brainstorming except that each member is giventime to first write down all alternatives he or she wouldsuggest1048707 Alternatives are then read aloud without discussion untilall have been listed1048707 Then discussion occurs and alternatives are ranked

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
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Page 18: Decision Making Slide Show

Building Group Creativity

Delphi Technique1048707 Provides a written format without having allmanagers meet face-to-face1048707 Delphi allows distant managers to participate7-221048707 Problem is distributed in written form to managers whothen generate written alternatives1048707 Responses are received and summarized by topmanagers1048707 These results are sent back to participants for feedbackand ranking1048707 The process continues until consensus is reached The Classical Model of Decision Making

  • The Nature of Managerial Decision Making
  • Slide 2
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Page 19: Decision Making Slide Show
  • The Nature of Managerial Decision Making
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