Page 11 - Fundamentals of Management Myths Debunked (2017)_Flat

10 Contents
What Do Managers Need to Know about Managing in a How Do Problems Differ? 122
Global Organization? 86 How Does a Manager Make Programmed
From the Past to the Present 87 Decisions? 123
What Does Society Expect from Organizations and How Do Nonprogrammed Decisions Differ from
Managers? 89 Programmed Decisions? 124
How Can Organizations Demonstrate Socially Responsible How Are Problems, Types of Decisions, and Organizational
Actions? 89 Level Integrated? 124
Should Organizations Be Socially Involved? 90 What Decision-Making Conditions Do Managers
What Is Sustainability and Why Is It Important? 92 Face? 125
What Factors Determine Ethical and Unethical How Do Groups Make Decisions? 125
Behavior? 92 What Are the Advantages and Disadvantages of Group
In What Ways Can Ethics Be Viewed? 93 Decision Making? 126
How Can Managers Encourage Ethical Behavior? 93 When Are Groups Most Effective? 127
Technology and the Manager’s Job | The Ethics A Question of Ethics 127
of Data Analytics 94 How Can You Improve Group Decision Making? 127
What Is Today’s Workforce Like and How Does It Affect What Contemporary Decision-Making Issues
the Way Organizations Are Managed? 96 Do Managers Face? 128
What Is Workplace Diversity? 96 How Does National Culture Affect Managers’ Decision
What Types of Diversity Are Found in Workplaces? 97 Making? 128
A Question of Ethics 98 Why Are Creativity and Design Thinking Important in
How Are Organizations and Managers Adapting to Decision Making? 129
a Changing Workforce? 99 Review
Review Chapter Summary 133 • Discussion Questions 134 •
Chapter Summary 102 • Discussion Questions 102 • Management Skill Builder | Being a Creative Decision
Management Skill Builder | Building High Ethical Maker 134 • Experiential Exercise 136 • Case
Standards 103 • Experiential Exercise 104 • Case Application 1—Big Brown Numbers 136 • Case
Application 1—Global Stumble 104 • Case Application 2— Application 2—Galloping to the Right Decision 137 • Case
Serious about Sustainability? 105 • Case Application 3— Application 3—Tasting Success 138 • Endnotes 139
From Top to Bottom 106 • Endnotes 107

Part 2 Planning 110 Quantitative Module: Quantitative
Decision-Making Aids 141
Chapter 4 Foundations of Decision Payoff Matrices 141
Making 110
Decision Trees 142
How Do Managers Make Decisions? 113 Break-Even Analysis 143
What Defines a Decision Problem? 113 Ratio Analysis 144
What Is Relevant in the Decision-Making
Process? 114 Linear Programming 146
How Does the Decision Maker Weight the Criteria and Queuing Theory 148
Analyze Alternatives? 114 Economic Order Quantity Model 148
What Determines the Best Choice? 116 Endnotes 151
What Happens in Decision Implementation? 116
What Is the Last Step in the Decision Process? 116
What Common Errors Are Committed in the Decision- Chapter 5 Foundations of Planning 152
Making Process? 116 What Is Planning and Why Do Managers Need to
Plan? 155
WhAT Are The 3 ApproAChes MAnAGers Why Should Managers Formally Plan? 155
CAn use To MAke deCisions? 118
What Are Some Criticisms of Formal Planning and How
Rational Model 118 Should Managers Respond? 156
bounded Rationality 119 Does Formal Planning Improve Organizational
From the Past to the Present 120 Performance? 157
Intuition and Managerial Decision Making 120 What Do Managers Need To Know About Strategic
Technology and the Manager’s Job | Making Better Management? 157
Decisions with Technology 121
What Is Strategic Management? 157
What Types of Decisions and Decision-Making Conditions Why Is Strategic Management Important? 158
Do Managers Face? 122