managerial decision making john s. carroll e52-563, 3-2617 [email protected]
TRANSCRIPT
![Page 2: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/2.jpg)
Business
Introductions Syllabus Requirements Style and etiquette
![Page 3: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/3.jpg)
Conceptual Skills for Managers Knowledge of self and others Diagnostic skills Analytical tools Enhanced intuition
![Page 4: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/4.jpg)
Individuals in Context
How do managers (and others) decide?
Can we make money off mistakes? How can we make better decisions? How about groups? Negotiations and markets Organizational decision making
![Page 5: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/5.jpg)
Comparison of Models
Descriptive - how people behave- limitations, errors, biases- creative, intuitive leaps
Normative - theoretically optimal- economic rationality- consistency
Prescriptive - advice for better decisions
![Page 6: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/6.jpg)
Decision Making Framework
Noticing Structuring Information
gathering Judgment/choice Action Feedback/learning
![Page 7: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/7.jpg)
Intuition or Rationality?
Western tradition of rationality:- facts, analysis, consistency
Romantic/mystical view of great leaders and key decisions
Is intuition just bad decision making? Is intuition deep knowledge, mastery? Is rationality a strong or a weak
method of decision making?
![Page 8: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/8.jpg)
Modular Minds
Sigmund Freud - id, ego, superego Dick Thaler - planner vs. doer Thomas Schelling - want self vs. should
self Marvin Minsky - “society of mind” Steven Pinker - separate routines, e.g., a
rational calculator and an intuitive thinker Imagine the Myers-Briggs dimensions as
separate voices in our heads!
![Page 9: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/9.jpg)
Knowing What We Know
Estimates and forecasts are difficult to evaluate for quality or degree of confidence
What will the Dow Jones be six months from now?
![Page 10: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/10.jpg)
Estimation Questions
How many employees (in total) did IBM have worldwide on Dec. 31, 1999?
After making your best estimate, give a low estimate and high estimate so you are 95% sure that the true answer falls within these limits
Low_____________ High______________
![Page 11: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/11.jpg)
More Estimation Questions
General Electric’s assets in 1998 World population in 1999 Total advertising costs for P&G in
1995 Microsoft assets in 1999
![Page 12: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/12.jpg)
OverconfidenceRespondant Topic Target Result
HarvardMBAs
Trivia facts 2% 46%
KelloggMBAs
Startingsalary 49% 85%
Chemicalemployees
Industry &co. facts 10% 50%
Computermanagers
Business:co. facts:
5%5%
80%58%
![Page 13: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/13.jpg)
More Overconfidence
“A severe depression like that of 1920-1921 is outside the range of probability” Harvard Econ. Society Weekly Letter, Nov. 16, 1929
“With over 50 foreign cars already on sale here, the Japanese auto industry isn’t likely to carve out a big slice of the U.S. market for itself” Business Week, August 2, 1968
“There is no reason anyone would want a computer in their home” Ken Olson, DEC founder, 1977
![Page 14: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/14.jpg)
Medical Diagnosis Example 389 schoolboys screened by a panel
of three doctors: 45% judged to need their tonsils removed
215 who were judged not to need their tonsils removed were examined by a new panel of doctors
What % should be judged to need their tonsils removed?
![Page 15: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/15.jpg)
Medical Diagnosis Continued Results: 46% 116 boys judged twice not to need
their tonsils out were judged by a new panel of three doctors
Results: 44% Relative vs. absolute judgments Experience is not enough!
![Page 16: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/16.jpg)
Framing Effects of Wording Which do you prefer?A: a 1 out of 100 chance of losing $1000B: buy insurance for $10 to protect you
from this loss
Which do you prefer?A: a 1 out of 100 chance of losing $1000B: lose $10 for sure
![Page 17: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/17.jpg)
Coke vs. Pepsi
1950s hourglass bottle is Coke’s “most important competitive advantage”
1958 Pepsi swirl bottle weakly imitates Coke’s bottle
1970s John Scully, Pepsi’s V-P Mkt: “How should problems such as this be approached?”
![Page 18: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/18.jpg)
Exercise 1: Choosing A Job the readings for next time will help a one-two page report (+ tables) the exercise is due Feb. 12
![Page 19: Managerial Decision Making John S. Carroll E52-563, 3-2617 jcarroll@mit.edu](https://reader035.vdocument.in/reader035/viewer/2022081700/56649dd25503460f94ac8a93/html5/thumbnails/19.jpg)
Buzz Groups
Break up into groups of 2-3 people Individually, think of a decision you
had to make that was particularly difficult
What made it difficult? Share your thoughts and see if any
themes pop out