Chapter Seven Individual & Group Decision Making How Managers Make Things Happen McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc.

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Presentation transcript:

Chapter Seven Individual & Group Decision Making How Managers Make Things Happen McGraw-Hill/Irwin Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved.

Two Kinds of Decision Making Decision choice made from among available alternatives Decision making process of identifying and choosing alternative courses of action 7-2

Rational Decision Making Figure

Rational Decision Making Rational model of decision making explains how managers should make decisions assumes managers will make logical decisions that will be optimum in furthering the organization’s interest also called the classical model 7-4

Assumptions of the Rational Model 7-5 Table 7.1

Nonrational Decision Making Nonrational models of decision making assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions 7-6

Some Hindrances to Perfectly Rational Decision Making Figure

Implementation Principles of Evidence-Based Decision Making Treat your organization as an unfinished prototype No brag, just facts See yourself and your organization as outsiders do Evidence-based management is not just for senior executives 7-8

Implementation Principles of Evidence- Based Decision Making (cont.) Like everything else, you still need to sell it If all else fails, slow the spread of bad practice The best diagnostic question: what happens when people fail? 7-9

Analytics sophisticated forms of business data analysis Portfolio analysis, time-series forecast also called business analytics 7-10

Decision-Making Styles Figure

The Ethical Decision Tree Figure

Common Decision-Making Biases 1. Availability bias 2. Confirmation bias 3. Representativeness bias 4. Sunk cost bias 5. Anchoring and adjustment bias 6. Escalation of commitment bias 7-13

Groupthink occurs when group members strive to agree for the sake of unanimity and thus avoid accurately assessing the decision situation 7-14

Group Problem-Solving Techniques Consensus occurs when members are able to express their opinions and reach agreement to support the final decision Brainstorming technique used to help groups generate multiple ideas and alternatives for solving problems 7-15