This document outlines learning objectives and content for a management course. It discusses key topics like schools of management thinking, levels and types of decision making, and how information systems aid managers. It describes three major management theories: technical-rational, behavioral, and cognitive. It also summarizes the evolution of management theory from the classical to contemporary to postmodern periods. Finally, it examines models of individual and organizational decision making.
This document outlines learning objectives and content for a management course. It discusses key topics like schools of management thinking, levels and types of decision making, and how information systems aid managers. It describes three major management theories: technical-rational, behavioral, and cognitive. It also summarizes the evolution of management theory from the classical to contemporary to postmodern periods. Finally, it discusses models of individual and organizational decision making.
This document provides an overview of basic management principles, including management functions, characteristics of good managers, strategic planning, project management, problem solving techniques, and continuous quality improvement (CQI). It covers topics such as the planning, organizing, staffing, directing, and controlling functions of management; self-development methods; risk assessment; quality management; and the origins and elements of CQI. The document is intended to help readers understand fundamental management concepts.
This document provides an overview of basic management principles, including management functions, characteristics of good managers, strategic planning, project management, problem solving techniques, and continuous quality improvement (CQI). It covers topics such as the planning, organizing, staffing, directing, and controlling functions of management; self-development methods; risk assessment; quality management; and the origins and elements of CQI. The document is intended to help readers understand fundamental management concepts.
The document compares and contrasts traditional and modern organizations. Traditional organizations have hierarchical and standardized thinking, focus on production and sales, and are organized by functions. Modern organizations choose supervisors based on leadership and motivation, use systems for problem-solving and decision-making, and focus on customers through marketing. Both seek profit with low costs and develop products/services to meet needs. Traditional organizations have autocratic leadership, strict rules and procedures, and centralized decision-making, while modern organizations encourage participation, continuous process improvement, and have a clear purpose and vision.
This document outlines learning objectives and content for a management course. It discusses key topics like schools of management thinking, levels and types of decision making, and how information systems aid managers. It describes three major management theories: technical-rational, behavioral, and cognitive. It also summarizes the evolution of management theory from the classical to contemporary to postmodern periods. Finally, it examines models of individual and organizational decision making.
This document outlines learning objectives and content for a management course. It discusses key topics like schools of management thinking, levels and types of decision making, and how information systems aid managers. It describes three major management theories: technical-rational, behavioral, and cognitive. It also summarizes the evolution of management theory from the classical to contemporary to postmodern periods. Finally, it discusses models of individual and organizational decision making.
This document provides an overview of basic management principles, including management functions, characteristics of good managers, strategic planning, project management, problem solving techniques, and continuous quality improvement (CQI). It covers topics such as the planning, organizing, staffing, directing, and controlling functions of management; self-development methods; risk assessment; quality management; and the origins and elements of CQI. The document is intended to help readers understand fundamental management concepts.
This document provides an overview of basic management principles, including management functions, characteristics of good managers, strategic planning, project management, problem solving techniques, and continuous quality improvement (CQI). It covers topics such as the planning, organizing, staffing, directing, and controlling functions of management; self-development methods; risk assessment; quality management; and the origins and elements of CQI. The document is intended to help readers understand fundamental management concepts.
The document compares and contrasts traditional and modern organizations. Traditional organizations have hierarchical and standardized thinking, focus on production and sales, and are organized by functions. Modern organizations choose supervisors based on leadership and motivation, use systems for problem-solving and decision-making, and focus on customers through marketing. Both seek profit with low costs and develop products/services to meet needs. Traditional organizations have autocratic leadership, strict rules and procedures, and centralized decision-making, while modern organizations encourage participation, continuous process improvement, and have a clear purpose and vision.
The document discusses competency-based approaches to human resource management. It defines competency as an underlying characteristic that enables superior job performance. Competencies consist of clusters of knowledge, attitudes, and skills. The document reviews various definitions of competency and notes common themes like underlying personal characteristics, skills, and attributes that contribute to effective job performance. It also discusses competency modeling, which identifies the competencies required for outstanding performance in specific jobs or roles. Competency models include competency definitions and behavioral indicators. The document notes that competency models can be used to align HR systems like recruitment, performance management, training, development, and compensation with organizational goals.
Mis chapter 2 infomation, management and decision makingAjay Khot
The document discusses three models of decision making: the classical model, administrative model, and Herbert Simon's model. It also covers attributes of information and their relevance to decision making. The chapter focuses on models of decision making, including individual and organizational models. It discusses the intelligence, design, and choice phases of Herbert Simon's model of decision making.
ISO 45001 will be the new standard concerning Occupational Health and Safety. As its publication date is approaching, the main aim of this webinar will be to provide insights on some of the key implementation steps. Additionally, the webinar explores some possible ways of transitioning from OHSAS 18001 to ISO 45001.
Main points covered:
• Understanding the organizations objectives
• Identification of requirements for ISO 45001 implementation
• The role of top management in ISO 45001implementation
• The establishment of a positive and an effective safety culture within your organization
• Actions to be undertaken in case of hazard identification
Presenter:
Eldeen Pozniak is the Director of Pozniak Safety Associates Inc. and an International Management Consultant specializing in Occupational Health and Safety. She has provided a variety of ground to executive – level multi-project management and oversight and direction of the safety management systems, program elements and organizational culture from strategic and action plans to on-site implementation. Moreover, she has a unique blend of high level strategic, business, and safety management system understanding, and specific technical safety knowledge.
Link of the recorded session published on YouTube: https://youtu.be/xF5ejJFdUdw
Managers use a defined decision-making process to solve problems. The process involves 5 steps: 1) defining the problem, 2) generating alternatives, 3) deciding on a course of action, 4) implementing the decision, and 5) evaluating results. At each step, managers gather and analyze information to make informed decisions and solve issues. The goal is to identify the best solution by considering alternatives, costs, benefits, and other evaluation criteria. If the desired results are not achieved, managers return to earlier steps to improve the decision-making.
Managing Knowledge discusses knowledge management and collaboration systems. It identifies three important dimensions of knowledge: data, information, and knowledge, with wisdom being the application of knowledge. Knowledge is an important firm asset that increases in value as more people share it, and it exists in both explicit and tacit forms. Knowledge management systems are business processes used to create, store, transfer, and apply knowledge through a value chain including acquisition, storage, dissemination, and application. There are three major types of knowledge management systems that organizations use.
This document outlines the entrepreneurial process and factors for starting a successful business. It discusses the critical personal, sociological, and environmental factors for starting a new enterprise. It then describes the four main stages of the entrepreneurial process: innovation, triggering event, implementation, and growth. Key skills are required at each stage, including technical skills, communication, problem solving, and motivation. Finally, it outlines nine important ingredients for business success, including having focused founders that innovate, keep costs low, and prioritize customers.
Internal Audit | Business Strategic Planning | Resource Based View | Function...FaHaD .H. NooR
The document discusses performing an internal assessment to formulate strategies. It covers evaluating a company's management, marketing, finance, production, research and development, and information systems. Conducting an internal audit involves analyzing strengths and weaknesses in these areas. The results can be used to complete an Internal Factor Evaluation matrix to guide strategy formulation. Key factors that support competitive advantage are distinctive competencies, organizational culture, resources and capabilities.
The document discusses competency modeling and its importance in human resource management. It defines competency as an underlying characteristic that enables superior job performance. A competency model identifies the key competencies required for outstanding performance in a job, including definitions and behavioral indicators. It distinguishes competencies from traditional job analysis by focusing on the characteristics of top performers. Competency modeling aligns HR systems like recruitment, performance management, training, development and compensation with organizational strategy. An effective methodology involves collecting data from top performers and subject matter experts to identify competencies and behaviors, which are then used to build the model.
This document discusses key concepts related to data, information, knowledge, and decision making. It defines data as raw facts, information as processed data that provides meaningful context, and knowledge as the combined result of experiences and information. The document also describes different types of decisions, levels of decision making, attributes of information quality, and sources of formal and informal information.
Knowledge management (KM) involves identifying, creating, distributing, and adopting insights and experiences within an organization. Effective KM improves information flow, makes information available when and where needed, and uses information to add business value. The two main KM strategies that work are better sharing existing knowledge to avoid duplication, such as through intranets and expertise directories, and creating new knowledge and converting it into products, services, or processes to enable large leaps in innovation. Leading successful KM requires establishing urgency, developing a clear vision, communicating that vision, empowering employees, and anchoring changes in the organizational culture.
Marketing research involves systematically collecting, recording, and analyzing data to solve marketing problems. It has two main components - marketing and research. Marketing refers to creating value for customers, while research refers to a scientific study of a problem. There are three main steps to the marketing research process: 1) defining the problem, 2) designing the research, and 3) collecting and analyzing data. Problem definition involves understanding the client's needs, environment, and objectives. Research design specifies the methodology, including what data is needed and how it will be collected and analyzed. Overall, marketing research links customers and markets to organizations through insights gleaned from a systematic process.
This document provides an overview of knowledge management. It defines key terms like data, information, and knowledge. It also describes different types of explicit and tacit knowledge. Several knowledge management models are introduced, including the Nonaka/Takeuchi knowledge spiral model and the Choo sense-making KM model. The document also discusses why organizations invest in knowledge management, such as enabling better decision making and avoiding duplicating mistakes.
This document provides an overview of knowledge management. It defines key terms like data, information, and knowledge. It also describes different types of explicit and tacit knowledge. Several knowledge management models are introduced, including the Nonaka/Takeuchi knowledge spiral model and the Choo sense-making KM model. The document also discusses why organizations invest in knowledge management, such as enabling better decision making and avoiding duplicating mistakes.
This document discusses key concepts related to data, information, knowledge, and decision making. It defines data as raw facts or observations, information as processed data that provides meaningful context, and knowledge as the combined result of experiences and information possessed. The document also describes attributes of information quality, types of managerial decisions as structured, unstructured, or semi-structured, and levels of decision making as strategic, tactical, or operational. Overall, the document provides an overview of fundamental concepts for understanding information use in decision making.
This document discusses various types of management decision making and information systems that support decision making. It describes strategic, tactical and operational decision making levels and different decision making models. It also summarizes transaction processing systems, decision support systems, executive support systems, group decision support systems, data mining, knowledge management systems and enterprise information portals that help managers at different levels make effective decisions. The document also provides an example of how Hertz Corp. used an executive support system to make real-time marketing decisions.
Management involves planning, coordinating, and overseeing work. There are three levels of management - strategic, tactical, and operational. Strategic management focuses on long-term goals and objectives. Tactical management develops strategies to achieve objectives. Operational management oversees daily activities and resource allocation. Effective management considers both internal operations and external environment to make informed decisions that work toward organizational aims.
lect-2-the strategic role of information systems.pptReetKaur496226
The document discusses various types of information systems used at different organizational levels, from operational to strategic. It describes the six major types of information systems - executive support systems, decision support systems, management information systems, knowledge work systems, office automation systems, and transaction processing systems. For each type, it provides examples and discusses their typical characteristics and uses. It also examines information systems from functional perspectives like sales & marketing, manufacturing, finance, and human resources.
This document discusses knowledge management tools and techniques. It provides background on Barcos Hospitality in India, which specializes in organizing MICE events. The workplace culture is described as dynamic, innovative, and empowering for employees. The 5-step KM process is outlined, including identifying knowledge, creating knowledge, storing knowledge, sharing knowledge, and applying knowledge. Specific KM tools used for each step are listed, such as communities of practice, blogs, and advanced search. Additional processes discussed include EVA, BSC, use of knowledge bases and groupware, and the fishnet organizational model.
The document outlines the decision making process, including identifying the problem, criteria, alternatives, and implementing the chosen alternative. It discusses types of decisions like programmed and non-programmed. The 8 step decision making process is described in detail, including identifying the problem, criteria, weights, alternatives, analyzing alternatives, selecting an alternative, implementing, and evaluating. Different decision making styles like directive, analytic, conceptual and behavioral are also covered.
The document discusses competency-based approaches to human resource management. It defines competency as an underlying characteristic that enables superior job performance. Competencies consist of clusters of knowledge, attitudes, and skills. The document reviews various definitions of competency and notes common themes like underlying personal characteristics, skills, and attributes that contribute to effective job performance. It also discusses competency modeling, which identifies the competencies required for outstanding performance in specific jobs or roles. Competency models include competency definitions and behavioral indicators. The document notes that competency models can be used to align HR systems like recruitment, performance management, training, development, and compensation with organizational goals.
Mis chapter 2 infomation, management and decision makingAjay Khot
The document discusses three models of decision making: the classical model, administrative model, and Herbert Simon's model. It also covers attributes of information and their relevance to decision making. The chapter focuses on models of decision making, including individual and organizational models. It discusses the intelligence, design, and choice phases of Herbert Simon's model of decision making.
ISO 45001 will be the new standard concerning Occupational Health and Safety. As its publication date is approaching, the main aim of this webinar will be to provide insights on some of the key implementation steps. Additionally, the webinar explores some possible ways of transitioning from OHSAS 18001 to ISO 45001.
Main points covered:
• Understanding the organizations objectives
• Identification of requirements for ISO 45001 implementation
• The role of top management in ISO 45001implementation
• The establishment of a positive and an effective safety culture within your organization
• Actions to be undertaken in case of hazard identification
Presenter:
Eldeen Pozniak is the Director of Pozniak Safety Associates Inc. and an International Management Consultant specializing in Occupational Health and Safety. She has provided a variety of ground to executive – level multi-project management and oversight and direction of the safety management systems, program elements and organizational culture from strategic and action plans to on-site implementation. Moreover, she has a unique blend of high level strategic, business, and safety management system understanding, and specific technical safety knowledge.
Link of the recorded session published on YouTube: https://youtu.be/xF5ejJFdUdw
Managers use a defined decision-making process to solve problems. The process involves 5 steps: 1) defining the problem, 2) generating alternatives, 3) deciding on a course of action, 4) implementing the decision, and 5) evaluating results. At each step, managers gather and analyze information to make informed decisions and solve issues. The goal is to identify the best solution by considering alternatives, costs, benefits, and other evaluation criteria. If the desired results are not achieved, managers return to earlier steps to improve the decision-making.
Managing Knowledge discusses knowledge management and collaboration systems. It identifies three important dimensions of knowledge: data, information, and knowledge, with wisdom being the application of knowledge. Knowledge is an important firm asset that increases in value as more people share it, and it exists in both explicit and tacit forms. Knowledge management systems are business processes used to create, store, transfer, and apply knowledge through a value chain including acquisition, storage, dissemination, and application. There are three major types of knowledge management systems that organizations use.
This document outlines the entrepreneurial process and factors for starting a successful business. It discusses the critical personal, sociological, and environmental factors for starting a new enterprise. It then describes the four main stages of the entrepreneurial process: innovation, triggering event, implementation, and growth. Key skills are required at each stage, including technical skills, communication, problem solving, and motivation. Finally, it outlines nine important ingredients for business success, including having focused founders that innovate, keep costs low, and prioritize customers.
Internal Audit | Business Strategic Planning | Resource Based View | Function...FaHaD .H. NooR
The document discusses performing an internal assessment to formulate strategies. It covers evaluating a company's management, marketing, finance, production, research and development, and information systems. Conducting an internal audit involves analyzing strengths and weaknesses in these areas. The results can be used to complete an Internal Factor Evaluation matrix to guide strategy formulation. Key factors that support competitive advantage are distinctive competencies, organizational culture, resources and capabilities.
The document discusses competency modeling and its importance in human resource management. It defines competency as an underlying characteristic that enables superior job performance. A competency model identifies the key competencies required for outstanding performance in a job, including definitions and behavioral indicators. It distinguishes competencies from traditional job analysis by focusing on the characteristics of top performers. Competency modeling aligns HR systems like recruitment, performance management, training, development and compensation with organizational strategy. An effective methodology involves collecting data from top performers and subject matter experts to identify competencies and behaviors, which are then used to build the model.
This document discusses key concepts related to data, information, knowledge, and decision making. It defines data as raw facts, information as processed data that provides meaningful context, and knowledge as the combined result of experiences and information. The document also describes different types of decisions, levels of decision making, attributes of information quality, and sources of formal and informal information.
Knowledge management (KM) involves identifying, creating, distributing, and adopting insights and experiences within an organization. Effective KM improves information flow, makes information available when and where needed, and uses information to add business value. The two main KM strategies that work are better sharing existing knowledge to avoid duplication, such as through intranets and expertise directories, and creating new knowledge and converting it into products, services, or processes to enable large leaps in innovation. Leading successful KM requires establishing urgency, developing a clear vision, communicating that vision, empowering employees, and anchoring changes in the organizational culture.
Marketing research involves systematically collecting, recording, and analyzing data to solve marketing problems. It has two main components - marketing and research. Marketing refers to creating value for customers, while research refers to a scientific study of a problem. There are three main steps to the marketing research process: 1) defining the problem, 2) designing the research, and 3) collecting and analyzing data. Problem definition involves understanding the client's needs, environment, and objectives. Research design specifies the methodology, including what data is needed and how it will be collected and analyzed. Overall, marketing research links customers and markets to organizations through insights gleaned from a systematic process.
This document provides an overview of knowledge management. It defines key terms like data, information, and knowledge. It also describes different types of explicit and tacit knowledge. Several knowledge management models are introduced, including the Nonaka/Takeuchi knowledge spiral model and the Choo sense-making KM model. The document also discusses why organizations invest in knowledge management, such as enabling better decision making and avoiding duplicating mistakes.
This document provides an overview of knowledge management. It defines key terms like data, information, and knowledge. It also describes different types of explicit and tacit knowledge. Several knowledge management models are introduced, including the Nonaka/Takeuchi knowledge spiral model and the Choo sense-making KM model. The document also discusses why organizations invest in knowledge management, such as enabling better decision making and avoiding duplicating mistakes.
This document discusses key concepts related to data, information, knowledge, and decision making. It defines data as raw facts or observations, information as processed data that provides meaningful context, and knowledge as the combined result of experiences and information possessed. The document also describes attributes of information quality, types of managerial decisions as structured, unstructured, or semi-structured, and levels of decision making as strategic, tactical, or operational. Overall, the document provides an overview of fundamental concepts for understanding information use in decision making.
This document discusses various types of management decision making and information systems that support decision making. It describes strategic, tactical and operational decision making levels and different decision making models. It also summarizes transaction processing systems, decision support systems, executive support systems, group decision support systems, data mining, knowledge management systems and enterprise information portals that help managers at different levels make effective decisions. The document also provides an example of how Hertz Corp. used an executive support system to make real-time marketing decisions.
Management involves planning, coordinating, and overseeing work. There are three levels of management - strategic, tactical, and operational. Strategic management focuses on long-term goals and objectives. Tactical management develops strategies to achieve objectives. Operational management oversees daily activities and resource allocation. Effective management considers both internal operations and external environment to make informed decisions that work toward organizational aims.
lect-2-the strategic role of information systems.pptReetKaur496226
The document discusses various types of information systems used at different organizational levels, from operational to strategic. It describes the six major types of information systems - executive support systems, decision support systems, management information systems, knowledge work systems, office automation systems, and transaction processing systems. For each type, it provides examples and discusses their typical characteristics and uses. It also examines information systems from functional perspectives like sales & marketing, manufacturing, finance, and human resources.
This document discusses knowledge management tools and techniques. It provides background on Barcos Hospitality in India, which specializes in organizing MICE events. The workplace culture is described as dynamic, innovative, and empowering for employees. The 5-step KM process is outlined, including identifying knowledge, creating knowledge, storing knowledge, sharing knowledge, and applying knowledge. Specific KM tools used for each step are listed, such as communities of practice, blogs, and advanced search. Additional processes discussed include EVA, BSC, use of knowledge bases and groupware, and the fishnet organizational model.
The document outlines the decision making process, including identifying the problem, criteria, alternatives, and implementing the chosen alternative. It discusses types of decisions like programmed and non-programmed. The 8 step decision making process is described in detail, including identifying the problem, criteria, weights, alternatives, analyzing alternatives, selecting an alternative, implementing, and evaluating. Different decision making styles like directive, analytic, conceptual and behavioral are also covered.
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Does Over-Masturbation Contribute to Chronic Prostatitis.pptxwalterHu5
In some case, your chronic prostatitis may be related to over-masturbation. Generally, natural medicine Diuretic and Anti-inflammatory Pill can help mee get a cure.
10 Benefits an EPCR Software should Bring to EMS Organizations Traumasoft LLC
The benefits of an ePCR solution should extend to the whole EMS organization, not just certain groups of people or certain departments. It should provide more than just a form for entering and a database for storing information. It should also include a workflow of how information is communicated, used and stored across the entire organization.
5-hydroxytryptamine or 5-HT or Serotonin is a neurotransmitter that serves a range of roles in the human body. It is sometimes referred to as the happy chemical since it promotes overall well-being and happiness.
It is mostly found in the brain, intestines, and blood platelets.
5-HT is utilised to transport messages between nerve cells, is known to be involved in smooth muscle contraction, and adds to overall well-being and pleasure, among other benefits. 5-HT regulates the body's sleep-wake cycles and internal clock by acting as a precursor to melatonin.
It is hypothesised to regulate hunger, emotions, motor, cognitive, and autonomic processes.
The skin is the largest organ and its health plays a vital role among the other sense organs. The skin concerns like acne breakout, psoriasis, or anything similar along the lines, finding a qualified and experienced dermatologist becomes paramount.
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Osteoporosis - Definition , Evaluation and Management .pdfJim Jacob Roy
Osteoporosis is an increasing cause of morbidity among the elderly.
In this document , a brief outline of osteoporosis is given , including the risk factors of osteoporosis fractures , the indications for testing bone mineral density and the management of osteoporosis
Travel vaccination in Manchester offers comprehensive immunization services for individuals planning international trips. Expert healthcare providers administer vaccines tailored to your destination, ensuring you stay protected against various diseases. Conveniently located clinics and flexible appointment options make it easy to get the necessary shots before your journey. Stay healthy and travel with confidence by getting vaccinated in Manchester. Visit us: www.nxhealthcare.co.uk
Promoting Wellbeing - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
2. LEARNING OBJECTIVES
• EVALUATE SCHOOLS OF
MANAGEMENT THINKING
• DESCRIBE LEVELS, TYPES, STAGES
OF DECISION MAKING
• COMPARE INDIVIDUAL &
ORGANIZATIONAL DECISION
MAKING
*
4.2
3. LEARNING OBJECTIVES
• ASSESS CHANGING MANAGEMENT
PROCESS
• EXPLAIN HOW INFO SYSTEMS AID
MANAGERS & DECISION MAKING
*
4.3
4. MANAGEMENT CHALLENGES
• WHAT MANAGERS DO
• INTRODUCTION TO DECISION
MAKING
• INDIVIDUAL MODELS OF DECISION
MAKING
• HOW INFORMATION TECHNOLOGY
HAS CHANGED MANAGEMENT
PROCESS
*
4.4
6. THREE MANAGEMENT THEORIES
TECHNICAL - RATIONAL “Classical”:
• EMPHASIZES PRECISION OF TASK
• ORGANIZES TASKS INTO JOBS
• ORGANIZES JOBS INTO
PRODUCTION SYSTEMS
*
4.6
13. BEHAVIORAL MODEL OF MANAGEMENT:
High-volume; high-speed work
Variety; fragmentation; brevity
Speculation; hearsay; gossip
Complex web of interactions; contacts
Prefer verbal media
Control agenda
*
4.13
16. COGNITIVE PERSPECTIVE
ORGANIZATION:
• Is knowing, sentient organism
• Can “learn” & “know”
• Success depends on learning- &
knowledge processing infrastructure
• Two schools
*
4.16
17. 1. MANAGERIAL SENSE-MAKING:
MANAGERS:
• Create mental maps
• Are problem solvers, decision
makers
• Are information processors
• Create & support information
processing
*
4.17
18. 2. KNOWLEDGE-BASED VIEW OF FIRM:
KNOWLEDGE:
• Central productive / strategic asset
• Explicit (codified); Tacit (know-how)
• Includes information, social relations;
know-how; skills
• Change based on new information
• Firm creates value by integrating
specialized knowledge
• Strategy: Develop core competencies
*
4.18
19. LEVELS OF DECISION MAKING
• STRATEGIC: Long-term objectives;
resources; policies
• MANAGEMENT CONTROL: Monitor
use of resources; performance
• KNOWLEDGE-LEVEL: Evaluate
potential innovations; knowledge
• OPERATIONAL: How to carry out
specific day-to-day tasks
*
4.19
20. TYPES OF DECISIONS
• STRUCTURED: Repetitive;
routine; definite procedure;
certainty
• SEMISTRUCTURED: One or more
factors not structured; risk
• UNSTRUCTURED: Unique; non-
routine; uncertainty; requires
judgment
*
4.20
21. INFO SYSTEMS, LEVELS, DECISIONS
TPS
OAS MIS
KWS
DSS
ESS
ORGANIZATIONAL LEVEL
TYPE OF
DECISION OPERATIONAL KNOWLEDGE MANAGEMENT STRATEGIC
STRUCTURED ACCOUNTS
RECEIVABLE
ELECTRONIC PRODUCTION
SCHEDULING COST OVERRUNS
SEMI- BUDGET
STRUCTURED PREPARATION
PROJECT
SCHEDULING
FACILITY
LOCATION
UNSTRUCTURED PRODUCT DESIGN NEW PRODUCTS
NEW MARKETS
4.21
22. STAGES OF DECISION MAKING
• INTELLIGENCE: Collect
information; identify problem
• DESIGN: Conceive alternatives;
select criteria
• CHOICE: Use criteria to evaluate
alternatives; select
• IMPLEMENTATION: Put decision into
effect; allocate resources; control
*
SOURCE: Simon, The New Science of Management Decision (1960)
4.22
23. • RATIONAL: Comprehensive rationality;
evaluate all alternatives
• SATISFICING: Bounded rationality;
choose first “good” alternative
• MUDDLING: Successive comparison;
marginal changes
• PSYCHOLOGICAL: Cognitive types;
manages differ in how they make
choices
*
INDIVIDUAL MODELS OF
DECISION MAKING
4.23
24. • RATIONAL ACTOR: Maximize
organization’s benefits
• BUREAUCRATIC: Follow standard
operating procedures (SOP)
• POLITICAL: Key groups compete and
bargain
• “GARBAGE CAN”: Organizations not
rational; solutions accidental
*
ORGANIZATIONAL MODELS
OF DECISION MAKING
4.24
25. Connect to the INTERNET
PRESS LEFT MOUSE BUTTON ON ICON TO
CONNECT TO THE LAUDON & LAUDON
WEB SITE FOR MORE INFORMATION ON
THIS CHAPTER
4.25
