Chapter 9 Summary

Chapter 9 Summary - -Certainty-Risk-Uncertainty-Ambiguity...

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Chapter 9 Business Level: Product life cycle -trying to match strategy with stage in life cycle -differentiate during intro & growth -cost leader during maturity Functional-Level Strategy -functional level strategy: action plans adopted by departments Implementation -leadership -structural design -information & control systems -human resources Chapter 9: Managerial Decision Making -Managers get paid to make decisions -strategic decisions (what business are we in) -Decision making is about solving problems -Decision making is a complex, difficult process Programmed & Nonprogrammed -programmed decisions: using rules for common, everyday situation -non programmed decisions: situations are -unique -poorly defined
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Chapter 9 -unstuctured -have large consequences Certainty, Risk, Uncertainty, Ambiguity -how much information is available? -what is the possibility for failure -goal clarity
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Unformatted text preview: -Certainty-Risk-Uncertainty-Ambiguity Decision Making Models-classical -adminstrative-political Classical Model-classical model assume (rationality)-goals are clearly understood-problems can be precisely formulated-Classical Model Assumes-all alternatives can be known-criteria for evaluating alternatives are known-decision maker is rational, logical-This is an ideal Chapter 9-works for programmed decision where probabilities can be calculated-managers expected to advance companys best economic interests (make optimal decisions) Administrative Model-based on work of Herbert simon: -Two important concepts-bounded rationality-sastisficing-within limits set were not going to try to maximize or optimize, produce an outcome that will be good enough-How mangers actually make decisions-intuition-political activity Political Model-very real-decisions are complex-competing interests-conflict...
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Chapter 9 Summary - -Certainty-Risk-Uncertainty-Ambiguity...

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