* Define decision and decision-making process. * Describe the eight steps in the decision-making process. The Manager as Decision Maker * Discuss the assumptions of rational decision making. * Describe the concepts of bounded rationality‚ satisficing‚ and escalation of commitment. * Explain intuitive decision making. * Contrast programmed and nonprogrammed decisions. The Manager as Decision Maker * Contrast the three decision-making conditions.
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– sensory system ability to direct changes/ differences between 2 stimuli SUBLIMINAL PERCEPTION – occurs when stimulus is below consumer’s level of awareness. ATTITUDES – lasting evaluation of people‚ objects‚ advertisements/ issues BOUNDED RATIONALITY – satisficing (she’ll be right!) THEORY of REASONED ACTION – situations where consumer has control of their actions & is thoughtful about it. REFERENCE GROUPS – actual/ imaginary individual/ group conceived of having significant relevance
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Cambridge University Press. Cosmides‚ L.‚ & Tooby‚ J. (2000). Knowing thyself: The evolutionary psychology of moral reasoning and moral sentiments. Unpublished manuscript. Gigerenzer‚ G. (2004). Fast and frugal heuristics: The tools of bounded rationality. In D. Koehler & N. Harvey (Eds)‚ Handbook of judgment and decision making (pp. 62-68). Oxford: Blackwell. Haidt‚ J.‚ &Joseph‚ C. (2004). Sexual morality: The cultures and reasons of liberals and conservatives. Journal of Applied
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Chapter 4: Individual Perception and Decision-Making ORGANIZATIONAL BEHAVIOR AND DESIGN 1st Semester (Autumn) GADE and GADE+GE International Group Bibliography • Robbins‚ S.P. (2013): Essentials of Organizational Behavior. Global Edition (12th ed.)‚ Pearson Education. • Chapter 6: Perception and Individual Decision Making • Slides • Class notes Copyright © 2010 Pearson Education‚ Inc. After studying this chapter‚ you should be able to: 1. 2. 3. 4. 5. 6. Define
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Weber on Legitimate Norms and Authority Author(s): Martin E. Spencer Source: The British Journal of Sociology‚ Vol. 21‚ No. 2 (Jun.‚ 1970)‚ pp. 123-134 Published by: Wiley on behalf of The London School of Economics and Political Science Stable URL: http://www.jstor.org/stable/588403 . Accessed: 21/11/2014 14:18 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at . http://www.jstor.org/page/info/about/policies/terms.jsp . JSTOR is a not-for-profit
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The TQM Magazine Emerald Article: Critical factors of effective project management Svetlana J.K. Cicmil Article information: To cite this document: Svetlana J.K. Cicmil‚ (1997)‚"Critical factors of effective project management"‚ The TQM Magazine‚ Vol. 9 Iss: 6 pp. 390 - 396 Permanent link to this document: http://dx.doi.org/10.1108/09544789710186902 Downloaded on: 19-09-2012 References: This document contains references to 9 other documents Citations: This document has been cited by 10 other
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The Fear in the House of Usher The short story‚ The Fall of the House of Usher‚ uses a rational first person narrator to illustrate the strange effects the house has on the three characters within it. Everything about the house is dark and supernaturally evil‚ and appears to convey some fear that is driving its occupants insane. The narrator enters the story as a man with a lot of common sense and is very critical of the superstitious Usher‚ but he himself senses these same powers only he tries
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decisions 1. Classical model Assumptions - Decision maker operates to accomplish goals that are known and agreed upon Normative - describes how a manager should and provides guidelines for reaching an ideal decision 2. Administrative model Bounded rationality - people have limits or boundaries on how rational they can be Satisficing - means that decision makers choose the first solution alternative that satisfies minimal decision criteria Descriptive - how managers actually make decisions--not how
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Exam III Study Guide MGT 408 Chapter 9: Organization Size‚ Life Cycle‚ and Decline Key Terms and Concepts Pressures for growth --compete on global scale --invest in new technology --control distribution channels and guarantee access to markets Differences between large vs. small organizations --Large-built for optimization --Small-built for innovation Big-company/small-company hybrid definition and examples Organization life cycle o Stages of life cycle Entrepreneurial
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organizational rationality‚ and the goal rationality is to increase the production of wealth in terms of real goods and services. Dominant Model‚ Metaphor‚ Underlying Assumptions: 1. Organizations are rational institutions whose primary purpose is to accomplish established objectives; rational organizational behavior is achieved best through systems of defined rules and formal authority. Organizational control and coordination are key for maintaining organizational rationality (p.197).
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