TAILIEUCHUNG - Lecture Judgment in managerial decision making (8e) - Chapter 6: Motivational and emotional influences on decision mak

After studying this chapter, you should be able to: Analyze the motivational forces present in a specific situation, differentiate between the various content and process theories of motivation and indicate how each can be helpful in analyzing a given motivational situation, explain how job enrichment can influence an employee's motivation,. | Judgment in Managerial Decision Making 8e Chapter 6 Motivational and Emotional Influences on Decision Making Copyright 2013 John Wiley & Sons As noted previously, we tend to use heuristics, or rules of thumb, to reduce the complexity of our decisions. Often, these heuristics allow us to make effective decisions in a short amount of time. However, under the right set of circumstances they can also lead us into making biased decisions. Avoiding the biases that come with the use of heuristics is so difficult that even the most intelligent people are prone to error. Before introducing key biases, take a few minutes to answer the following questions. Write down your answers. 1 The Footbridge Dilemma Consider the following dilemma: You are standing over a set of trolley tracks next to a railway worker with a backpack. Below, you see the train rapidly approaching five helpless people. The only way to save the people is by pushing the railway worker onto the tracks. His body and the .

• Quản trị kinh doanh
• Managerial decision making
• Judgment in managerial decision making
• Decision making
• Emotional influences
• Decision mak
• Implicit attitudes
• Ethics in decision making
• Fairness in decision making
• Improving decision making
• Strategies for better decisions
• Operations strategy
• Product design objectives
• Anatomy of decisions
• System 1 thinking
• System 2 thinking
• Making rational decisions
• Claiming value in negotiation
• Game theoretic approaches
• Social responsibility
• Individual ethics
• Ethical decision making
• Lecture Management
• Managerial environment
• Decision making model
• Administrative model
• Forms of overconfidence
• Consequences of overestimation
• Common biases
• Batting averages
• Bounded awareness
• Role playing exercise
• The reversal of preferences
• Big positive gamble
• Perceptions of certainty
• Common investment mistakes
• Poor investment decisions
• Investment decisions
• Negotiator cognition
• Common mistakes of negotiators
• Escalation of conflict