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CH 7 Part 1
CH 7 Part 1
CH 7 Part 1
A.M.T
Ch 7 – part 1
Sheet 1
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Decision Making
The process by which managers respond to opportunities and threats that confront them by
analyzing options and making determinations about specific organizational goals and
courses of action.
١ُد اٖداف املٓظٜ َٔ ادٌ حتد١اد٘ ايػسنٛدات اييت تٜايتٗدٚ ٕ يًفسصٚسٜب بٗا املدٝطتذٝ اييت ب١ًُٝ ايع
١شٝاختاذ االفعاٍ ايصشٚ
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Non-Programmed Decisions :
Non routine decision made in response to unusual or novel opportunities and threats.
١ُاد٘ املٓظٛدات اييت تٜايتٗد/ ايفسصًٕٞ باالعتُاد عٛبتهٚ ١ٝٓٝتٚ قسازات غري ز: ١قسازات غري َربزت
The are no rules to follow since the decision is new.
٠دٜ ميهٔ اتباعٗا الٕ ايكسازات دد١اعد ثابتٛدد قٜٛ ال
Decisions are made based on information, and a manager's intuition, and Judgment.
ٜٔسٜاذتدع عٓد املدٚ ١َات املتاسًٛ املعًٞ ايكسازات بتعتُد ع
Ex : Enter A new market
ِتٜ ١ات ثابتٛخط/٠ؼ قاعدٝٗا َفًٝ ع٠دٜ دد١ سادٟ دٞ بايتاي.. دٜم ددّٛ بتدخٌ ضٜٛ ٌ َؼ ن١ُاملٓظ
اتباعٗا
in the absence of Rules and Guidelines the decision makers can depend :
يف حالة غياب القواعد واالجزاءات املديزين (متخذي القزار ) هايعتمدوا علي ايه
Intuition:
Feelings, beliefs, and hunches that come readily to mind, require little effort and information
gathering and result in on the spot decisions
( عينٜ يف اختاذ ايكسازات ( االسطاعٞ االضتدداّ اذتدض
ٞ ايٟتؤدٚ د نبريَٛٗؼ بتشتاز َٓ٘ زتٚ يف عكٌ َتدر ايكسازٞذٝ بتًٞاالعتكادات اي/ املػاعسًٞاالعتُاد ع
١ٜزٛاختاذ قسازات ف
١از االدابٝ اسطاض٘ يف اختًٞعتُد عٜ بدأٝ ب١ االدابٞ ْطٛ ايطايب يف االَتشإ ي: َجال
Reasoned judgment:
Decisions that take time and effort to make and result from careful information gathering,
Generation of alternatives, and evaluation of alternatives.
ٌٜضع بداٚ َع١َٜات بعٓاًٛع املعُٝجتٚ ادتٗدٚ قتٛ ايكسازت ٖٓا بتاخد بعض اي
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classical Model of Decision Making
A Prescriptive model of decision making that assumes the decision maker can identify and
evaluate all possible alternatives and their consequences and rationally choose the most
appropriate course of action.
ازّٝ بعٌُ اختٛكٜٚ اقبٗاٛعٚ ١ٓع ايبدائٌ املُهِٝ مجٝٝد تكّٜ بتشدٛكٜ ) س ( صاْع ايكسازٜفرتض إ املدٜ
ْٞعكال
ٌِٗٓٝ خبتاز َابٜ انرت َٔ بدٟ عٓدٛ يٞهٝذز ايهالضُٛٓ بطتدداّ اي
Optimum decision :
The most appropriate decision in light of what Managers believe to be the most desirable
future consequences for their organization.
ْظس صاْع ايكساز١ٗدٚ َٔ افطٌ ايٓتائرٚ ٌ ايكساز االَجٖٛ
The classical Model of Decision Making
List the alternative courses of action Assumes all information about
possible and the consequences of alternatives is available to
the different alternatives managers
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Administrative Model of Decision Making includes :
Incomplete
information
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Uncertainly Probabilities cannot be given for outcomes and the future
عدّ ايتاند is unknown.
فٚ الميهٔ اعطاء االستُاالت ملطتكبٌ غري َعس
Ambiguous information Information whose meaning is not clear allowing it to be
َاتًٛض املعُٛغ interpreted In multiple or conflicting Ways.
٠طُح بتفطريٖا بطسم َتعددٜ َات اييت الَعين هلاًٛ املع
managers have neither the time nor money to search for all
possible alternatives and evaluate potential consequences
Time constraints and ِٝٝتكٚ ١ٓع ايبدائٌ املُهٝاملاٍ يًبشح عٔ مج/قتٕٛ ايٚسٜ الميًو املد
information costs ٟٕ عٓدٛهٜازات َؼ ٖاٝازات ضٛ اْتا فتشت ستٌ انطط: َجال, اقبٛايع
ا ْفظَٛكدٝ بًٞ ايٓاع ايٞف باقٛ اغْٞاملاٍ ا/قتٛح ايٝ َٔ س٠ايكدز
٘ ؟ٜخدَات بتاعيت اضعازِٖ ا/املٓتذات
searching for and choosing an acceptable or Satisfactory
response to problems and opportunities , rather than trying
to make the best decision.
Satisficing َٔ ايفسص بدال/ٌ يًُػان١ٝ َسضٚ ا١يٛ َكب١ ايبشح عٔ اضتذاب
ٌ اختاذ ايكساز االفط١يٚستا
ٍٛا ايكساز املكبٚخيتازٚ ازاتٝد َٔ ارتٚا عدد ستدٛطتهػفٜ ٕٚسٜ املد-
ٌبدال َٔ ايكساز االَج
Managers explore a limited number of options and choose an acceptable decision rather
than the optimum decision.
This is the typical response of managers when dealing with incomplete information.
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step 1 .Recognize Need for a Decision: از الختاذ ايكسازٝاالست
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Does the management have the capabilities and resources
required to implement the alternative?
practicality ٌٜر ايبدٝ تٓفًٞازد عٛاملٚ ٠ ايكدز٠ االدازٟ ٌٖ يد
َٔ ضسز١ئٝ ايبُٞحيٚ سنب َسغشاتٜ ْٛ ا٠ ايكدزٚ املصٓع عٓد: مبعين
ٌ٘ بتاعٜٓفر ايبدٝ بٖٛٚ املصٓع
to be continue…..
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MCQ
1-An organization`s accounting department decides to send out a bill to a new customer
.what type of decisions does this represent ?
a)programmed decisions
b)Non-programmed decisions
c)intuitive decisions
d)Groupthink decisions
e)Bounded rationality decisions
2-which of the following is a programmed decisions ?
a)how much to invest in a new product
b)whether to expand into a new product
c)when to time a new advertising campaign
d)when to bill customers
3-the classical model of decision making specifies how decisions should be made by
mangers ; this is a way saying that this model of decision making is :
a)heuristic
b)perspective
c)incompetence
d)intuitive
e)satisficing
4-when a mangers know the possible outcomes of a decisions and can assign probabilities
to each of these outcomes in terms of their likelihood of occurrence in the future ,this is
known as :
a)uncertainty
b)certainty
c)risk
d)bounded rationality
e)dialectical inquiry
5-decisions that have been made many times in the past and for which mangers have rules
and guidelines about how to male similar decisions in the future are known as :
a)non-programmed decisions
b)programmed decisions
c)intuitive decisions
d)creative decisions
Answer :
1 2 3 4 5
A D B C B
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T/ F
1-The second step in the decision-making process is identifying a problem
2-The fourth step of the decision-making process requires the decision maker to list viable
alternatives that could resolve the problem.
3-Once the alternatives have been identified, a decision maker must analyze each one
4-Programmed decisions tend to be repetitive and routine
5-Risk is a situation in which a decision maker has neither certainty nor reasonable
probability estimates
Answer :
1 2 3 4 5
F T T T f
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