Chapter 09 Managerial Decision Making


Selecting a Decision Making Model



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7-theme. Management decisions

Selecting a Decision Making Model

  • Depends on the manager’s personal preference.
  • Whether the decision is programmed or non-programmed.
  • Extent to which the decision is characterized by risk, uncertainty, or ambiguity.

Three Decision Making Models

  • Classical Model
  • Administrative Model
  • Political Model

Classical Model

  • Accomplishes goals that are known and agreed upon.
  • Strives for certainty by gathering complete information.
  • Criteria for evaluating alternatives are known.
  • Decision maker is rational and uses logic.

Administrative Model

  • How managers actually make decisions in situations characterized by non-programmed decisions, uncertainty, and ambiguity.
  • Focuses on organizational, rather than economic.
  • Two concepts are instrumental in shaping the administrative model.
    • bounded rationality: means that 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.
  • Is considered to be descriptive.
  • It is considered intuitive.

Political Model

  • Closely resembles the real environment in which most managers and decision makers operate.
  • Decisions are complex.
  • Disagreement and conflict over problems and solutions are normal.
  • Coalition building is important.

Comparisons of: Classical, Political, & Administrative Models

  • Classical Model Administrative Model Political Model
  • Clear-cut problem and goals.
  • Condition of certainty.
  • Full information about alternatives and their outcomes.
  • Rational choice by individual for maximizing outcomes.
  • Vague problem and goals.
  • Condition of uncertainty.
  • Limited information about alternatives and their outcomes.
  • Satisfying choice for resolving problem using intuition.
  • Pluralistic; conflicting goals.
  • Condition of uncertainty/ambiguity.
  • Inconsistent viewpoints; ambiguous information.
  • Bargaining and discussion among coalition members.

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