Methods will include case studies, lectures, classroom discussion, seminars, and reading assignments.
1. Introduction to the decision making environment: context, decision making biases, group and team considerations, organizational considerations (e.g., organizational design, motivation, HR, operations, strategy, etc.), and organizational environment considerations (e.g., competition, economy, diversity, stability in the environmental influences, etc.).
2. Introduction to macro and micro problem structuring methods for complexity, uncertainty and conflict (such as Evidenced Based Decision Making, Systems Thinking, Strategic Options Development & Analysis [SODA], Soft Systems Methodology [SSM], Strategic Choice Approach [SCA], Robustness Analysis, , etc…).
3. Integration of multi-disciplinary theories and concepts in strategic management, organizational culture, financial management, human resource management, industrial relations, marketing management, production and operations management.
4. Application of aforementioned concepts to organizational problems derived from cases, and/or real-world/industry.
After completing this course a successful student will be able to:
1.articulate the nature and structure of decision making in organizations;
2.analyze the implications of and interactions between decision making processes and the organizations’ external environment, strategy, design, culture, structure, operations, and stakeholders;
3.select and utilize appropriate macro and micro analysis tools/frameworks to engage in decision making in varied and multi-faceted organizational contexts to facilitate collaborative group decision making
4.apply multi-disciplinary theories and concepts to organizational problems
5.demonstrate relevant communication skills for achieving solutions to various problems during class discussions and with other students and the instructor.
6.Demonstrate relevant communication skills for achieving solutions to various problems during class discussions and with other students and the instructor.
| Participation | 0-10% |
| Individual written case studies and/or assignments | 30-40% |
| Group project | 15-25% |
| Oral presentations | 0-15% |
| Examination (s) / quizzes | 20-30% |
| Total | 100% |
Note: Students must achieve a grade of at least 50% on the combined examination components to pass the course. At least 25% of all assessments must be individual written work.
Textbooks and Materials to be Purchased by Students:
Required:
Rosenhead, J., & Mingers, J. Rational Analysis for a Problematic World Revisited: Problem Structuring Methods for Complexity, Uncertainty and Conflict, latest edition.
Custom Course Pack – to be developed by department
Other text books as approved by department
Optional:
Bolman, L.G., & Deal, T.E. Reframing Organizations: Artistry, Choice and Leadership Paperback, latest edition.
Humphrey, J.A., M.R. Pearce, D.G., Burgoyne, et al. An Introduction to Business Decision Making, latest edition.
Pidd, M. Tools for Thinking: Modelling in Management Science, latest edition.
Russo, J.E., & Schoemaker, P.J.H. Winning Decisions: Getting It Right the First Time, latest edition.
Savory, A., & Butterfield, J. Holistic Management: A New Framework for Decision Making, latest edition.
Courses listed here must be completed either prior to or simultaneously with this course:
- No corequisite courses
Courses listed here are equivalent to this course and cannot be taken for further credit:
- No equivalency courses