การตัดสินใจของผู้บริโภค (Consumer's decision making : Ch 11), Consumer Behavior Class, Aj. Watjana Poopanee, Mahasarakham Business School, Mahasarakham University
การตัดสินใจของผู้บริโภค (Consumer's decision making : Ch 11), Consumer Behavior Class, Aj. Watjana Poopanee, Mahasarakham Business School, Mahasarakham University
Erickson School Presentation Recrutiment 09 07tgord2000
The document outlines a 6 step process for sourcing, hiring, and retaining sales talent:
1) Create a database to track leads and sales talent.
2) Source leads through referrals, advertising, and other methods.
3) Qualify leads by assessing skills, experience, salary needs, and using tools like interviews and tests.
4) Interview qualified leads using a three-tier process to thoroughly evaluate fit.
5) Make hiring decisions and onboard new talent or provide feedback to rejected candidates.
6) Retain top performers by setting expectations, providing feedback, and holding sales professionals accountable.
The document discusses how to create SMART objectives and the importance of objectives in organizations. It describes the SMART criteria for objectives - specific, measurable, attainable, relevant, and time-bound. Managers should guide employees in developing SMART objectives that are aligned with organizational goals and strategy. Employees are responsible for creating their own objectives and working towards them throughout the year with periodic updates to managers. The process involves preparation, continual work, and reinforcement to help employees succeed.
1. The document discusses planning and decision making for managers. Planning involves deciding in advance what actions need to be taken and is a continuous and important process for all managerial functions.
2. Managers need to plan to set directions for the organization, ensure everyone is on the same page, and to simplify decision making. There are different types of goals, levels, areas, and time frames to consider for planning.
3. Planning can be strategic, tactical, operational, long term, mid term, or short term. Responsibilities for planning may include planning staff, task forces, and boards of directors. Contingency planning and crisis management are also discussed.
More about the Program:
Succession planning is critical and needs to be at the forefront of any organization that yearns to remain strong and viable in today's society. We will explore succession planning within the organization as we look at the roles of each employee, and determine how vacant and near vacant positions can be filled internally and from external avenues to ensure that the work flow continues.
More about the Presenter:
For fifteen years, Fitzgerald Washington has worked for The Buffalo Rock Company where he served as Corporate Marketing and Sales Director handling the company’s multicultural marketing initiatives before being promoted to General Sales Manager in 2002. As General Sales Manager, Washington was responsible for maximizing brand portfolio for the company’s retail sector. He also developed a hiring and retention process for the company’s Tuscaloosa distribution center. Washington’s experience also includes work in human resource management, marketing strategies, operations management and strategic development.
In 2013, Washington served as Chairman of the Chamber of Commerce of West Alabama, where he helped create the Minority Business Council to foster growth and competitiveness of minority-owned businesses in West Alabama. Other community involvement includes the Druid City Business League, Black Warrior Council Board, BB&T Bank Advisory Board, Board of Visitors for the University of Alabama College of Continuing Studies and DCH Health Systems Foundation Board of Directors.
Governor Bentley also appointed Washington to the Alabama Workforce Council.
Washington, his wife Peggy and two children Karla and Fitzgerald reside in Tuscaloosa.
The document discusses developing SMART objectives for lesson planning. It defines aims as general statements by teachers, while objectives should be learner-centered and measurable. Objectives are best when written as SMART (Specific, Measurable, Achievable, Realistic, Time-related). The document provides examples of weak vs strong objectives and evaluates objectives using Bloom's Taxonomy. The overall aim is to understand SMART objectives and improve writing objectives, with specific objectives to explain aims vs objectives, explain SMART vs non-SMART, produce SMART objectives, and evaluate existing objectives.
การทำให้สำเร็จ
เชื่อมโยงกลยุทธ์สู่การปฏิบัติ เพื่อความได้เปรียบในการแข่งขัน
เป็นหนังสือที่ว่าด้วยวิธีการเชื่อมโยงระหว่างแผนกลยุทธ์ กับแผนปฏิบัติการ เรียกว่า “การบริหารแบบครบวงจร” (Closed – Loop Management System)โดยมีขั้นตอนการบริหาร 6 ขั้นตอน โดยในแต่ละขั้นตอนจะแสดงเครื่องมือที่เหมาะสมกับการนำไปใช้
The Execution Premium: Linking Strategy to Operations for Competitive Advantage
by Robert S. Kaplan and David P. Norton
Harvard Business School Press, 2008
ความสุจริตทางวิชาการ เชื่อมไทยเชื่อมโลก Connect Thailand, Connect the World in The “Academic Honesty”
With Five Tools to Drive The Universities to Build The Smart Graduates
With Integrity
1. Planning and Decision Making
Management as a planning and Decision Making
Dental Clinic and Hospital Management I
Faculty of Dental Medicine, Rangsit University
1
2. Objective
Able to describe the definition and purpose of planing
Able to describe the relationship of planning and goal establishing
Understand the structure of decision-making
Understand the “Probability Theory” and “Decision Making Tree”
2
3. Objective
Able to describe the definition and purpose of planing
Able to describe the relationship of planning and goal establishing
Understand the structure of decision-making
Understand the “Probability Theory” and “Decision Making Tree”
Contents
Planning
Definition and Purpose of Planning
Type of Plan
Establishing Goal
Step in Planning Process
Decision-Making
Rational and Intuition
Decision-Making Tools
2
9. Planning
“Identifying and selecting appropriate goals and courses of action”
Goal - What’s To Be Done
✚
Action - How It’s To Be Done
Purposes of Planning
• Planning gives direction
• Planning reduces uncertainly
• Planning reduces overlapping and wasteful activities
• Planning sets the standard used in controlling
5
10. Planning
“Identifying and selecting appropriate goals and courses of action”
Goal - What’s To Be Done
✚
Action - How It’s To Be Done
Purposes of Planning
• Planning gives direction
• Planning reduces uncertainly
Planning
• Planning reduces overlapping and wasteful activities
• Planning sets the standard used in controlling
5
11. Planning
“Identifying and selecting appropriate goals and courses of action”
Goal - What’s To Be Done
Controlling
Purposes of Planning
Leading
Action - How It’s To Be Done
Organizing
✚
• Planning gives direction
• Planning reduces uncertainly
Planning
• Planning reduces overlapping and wasteful activities
• Planning sets the standard used in controlling
5
12. Planning
“Identifying and selecting appropriate goals and courses of action”
Achieving
objectives
Goal - What’s To Be Done
Controlling
Purposes of Planning
Leading
Action - How It’s To Be Done
Organizing
✚
• Planning gives direction
• Planning reduces uncertainly
Planning
• Planning reduces overlapping and wasteful activities
• Planning sets the standard used in controlling
5
15. Type of Plans
Breadth
Time Frame
Functional
แผนกลยุทธ์
Strategic
Long term
> 5 ปี
Master plan
Functional plan
แผนยุทธวิธี
Tactical
Intermediate term
1-5 ปี
Short term
ภายใน 1 ปี
Single use
Project plan
Comprehensive plan
แผนปฏิบัติการ
Operational
Frequency of Use
Standing
Activity plan
8
30. Establishing goal
Traditional Objective Setting
“I want to see a
significant
improvement in
this division’s
profit.”
Top
“We need to improve the organization’s
performance.”
Management
Division Management
Department Management
“Increase profits regardless of the
means.”
“Don’t worry about quality; just work
fast.”
Individual
13
31. Establishing goal
Traditional Objective Setting
Top
“We need to improve the organization’s
performance.”
Management
Division Management
Department Management
“Increase profits regardless of the
means.”
Top Down
“I want to see a
significant
improvement in
this division’s
profit.”
“Don’t worry about quality; just work
fast.”
Individual
13
50. Steps in the Planning Process
Stating organizational objective
Listing alternative ways of reaching objectives
Input
Process
Output
Developing premises upon which each
alternative is based
Choosing best alternative for reaching
objectives
Input
Process
Output
Developing plans to pursue chosen alternative
Putting plans into action
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52. The Management as a Decision Making
“The process by which managers respond to opportunities and threats by analyzing options
and making determinations about specific organizational goals and courses of action.”
Programmed Decision Making
Nonprogrammed Decision Making
Routine, virtually automatic
decision making that follows
established rules or guideline
Nonroutine decision making that
occurs in response to unusual,
unpredictable opportunities and
threats.
Intuition
Reasoned
judgement
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54. Rationality VS Intuition
Make decision based
on past experience
Make decision based
on ethical values or
culture
Single, welldefined goal is to
be achieved
All alternatives and
consequences are
known
Preferences are
constant and
stable
Experience-based
decisions
Problem is clear
and unambiguous
Values or ethic-based
decisions
Rational
Decision
Making
Affect-initiated
decisions
Intuition
Final choice will
maximize payoff
Subconcious
mental processing
Preferences are
clear
Make decision based
on feeling and
emotions
Cognitive-based
Decisions
No time or cost
constraints exist
Use data from
subconcious mind to help
making decisions
Make decision based on skills,
knowledge, and training
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55. Element of Decision Situation
1
Decision Makers
Receptive
Exploitative
Hoarding
Marketing
4
2
Ordering of
Alternatives
3
Goals to be
Served
5
Relevant
Alternatives
Choice of
Alternatives
25
64. Decision-Making Conditions
Decision-Making Style
Tolerance for Ambiguity
High
Certainly
Low
Rational
Condition
Risk
Analytic
Conceptual
Directive
Behavioral
Maximizing the
Maximum Possible Payoff
Way of thinking
Intuitive
Optimistic
Uncertainly
Pessimistic
Maximizing the Minimum
Possible Payoff
Minimizing the Maximum
Possible Payoff
Conservative
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65. The Decision-Making Process
•Identifying Decision Criteria
•Allocation Weight to the Criteria
•Developing Alternative
•Analyzing Alternative
Identify
existing
problem
List alternative
problem
solutions
Select most
beneficial
alternative
Implement
chosen
alternative
Gather
problem-related
feedback
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66. Decision-Making Tools- Probability Theory
EV = I x P
EV = Expected value
I = Current income
P = Probability
Alternative
Potential income
Probability of income
Expected value of
alternative
A
1,000,000
0.1
100,000
B
250,000
0.4
100,000
C
650,000
0.2
130,000
D
500,000
0.3
150,000
P
EV
I
x
✔
28
77. Decision Making Tools-Group Decision Making
Brainstorming
Group members
state ideas
Group leader
records each
idea where
group can
read it
Idea evaluated
only after
all have been
recorded
No comments
on idea at
this stage
37
78. Decision Making Tools-Group Decision Making
Brainstorming
Group members
state ideas
Group leader
records each
idea where
group can
read it
No comments
on idea at
this stage
Idea evaluated
only after
all have been
recorded
Nominal Group
Technique
Group members
state ideas
Group leader
records each
idea where
group can
read it
The
members
proceed to
rank the
solution
The lowest
total
ranking is
selected
37
79. Decision Making Tools-Group Decision Making
Brainstorming
Group members
state ideas
Group leader
records each
idea where
group can
read it
No comments
on idea at
this stage
Idea evaluated
only after
all have been
recorded
Nominal Group
Technique
Group members
state ideas
Group leader
records each
idea where
group can
read it
The
members
proceed to
rank the
solution
The lowest
total
ranking is
selected
Delphi Technique
37
93. เกม คือ สถานการณ์ที่มีการแข่งขันหรือการขัด
แย้งระหว่างผู้เล่นสองฝ่ายขึ้นไป ทําให้มีฝ่าย
ชนะและฝ่ายแพ้ ฝ่ายชนะผลออกมาเป็นบวก
ส่วนฝ่ายแพ้ผลออกมาเป็นลบ
ทฤษฎีเกม (Game theory)
ผู้เล่น A
ทางเลือก/กลยุทธ์ A
ผลตอบแทน
กลยุทธ์ A
การเปรียบเทียบผล
ตอบแทน A & B
ผู้เล่น B
ทางเลือก/กลยุทธ์ B
ผลตอบแทน
กลยุทธ์ B
43
94. เกม คือ สถานการณ์ที่มีการแข่งขันหรือการขัด
แย้งระหว่างผู้เล่นสองฝ่ายขึ้นไป ทําให้มีฝ่าย
ชนะและฝ่ายแพ้ ฝ่ายชนะผลออกมาเป็นบวก
ส่วนฝ่ายแพ้ผลออกมาเป็นลบ
ทฤษฎีเกม (Game theory)
ผู้เล่น A
ทางเลือก/กลยุทธ์ A
ผลตอบแทน
กลยุทธ์ A
การเปรียบเทียบผล
ตอบแทน A & B
ความร่วมมือ
ผู้เล่น B
ทางเลือก/กลยุทธ์ B
ผลตอบแทน
กลยุทธ์ B
43