Bachelor
2024/2025
Management Decisions
Type:
Compulsory course (International Bachelor's in Business and Economics)
Area of studies:
Economics
Delivered by:
Department of Management
When:
3 year, 1 module
Mode of studies:
offline
Open to:
students of one campus
Instructors:
Polina S. Artamoshina
Language:
English
ECTS credits:
3
Contact hours:
28
Course Syllabus
Abstract
This course provides an overview of decision-making tools. Students will learn to use management tools to assess the situation and make decisions. This course is designed to introduce the concepts of decision making and to understand how the situation approach is used in effective management.
The course provides students with terms and concepts of management decision making so that they can be used in future work. The course introduces students to the theories, principles and practices relevant to the successful management of organizations. Topics include the theory and practice of decision making in organizations, the concepts and tools of management analysis, the concept of risk and uncertainty in decision making.
Students develop an appreciation of the different tasks and roles of managers at different levels of organizations.
The course combines lectures and interactive seminars to develop students' critical thinking and problem-solving skills. Course assignments are based on current management literature and online resources and include individual and group work.
Learning Objectives
- This course is designed to give students a broad overview of management decision making. Whatever your position, it is important to understand how we make decisions.
Expected Learning Outcomes
- to learn how to use the tools of decision making
- to explain approaches to seeking alternatives
- to identify effective management decision making practices
- to formulate plans for implementing decisions
- to locate, read and critique literature on decision making published in current academic journals, professional journals, analytical reports and other reliable sources
- to apply their knowledge to analyze problems and cases related to the management of organizations
- to communicate and cooperate with people from different religious, cultural, linguistic, professional and educational backgrounds
Course Contents
- DECISION-MAKING INTRODUCTION
- TOOLS AND METHODS FOR DECISION-MAKING
- INFORMATION IN DECISION-MAKING
Assessment Elements
- Classwork activityClasswork activity includes group and individual seminar grades and individual lecture grades, and a variety of individual and group assignments given to complete at home. Some classwork will be checked in class during seminars; some assignments will be submitted online and graded by the instructor. In lectures, students can earn extra points for active participation. Classwork is graded in accordance with the Assessment Criteria provided below. Additional criteria could be provided for some assignments. Class participation refers to in-class discussion during seminars and lectures of a variety of topics, issues, readings, and individual and group assignments.
- QuizzesThis is one multiple-choice, yes/no, and fill in the blanks type of quizzes given in an electronic or paper format. The quiz consists of 10 questions. The quiz includes material included in class activities (lectures, seminars, homework) and in the textbook prior to the quizzes. The correct answer to each question is worth 1 point. The maximum number of points for the quiz is 10. Students complete the quiz individually. Students have 10 minutes to complete the quiz.
- ExamThis is a multiple-choice, yes/no, and fill in the blanks type of exam given in an electronic format during the final week. The exam includes all materials given during the course (concepts, constructs, approaches). The exam consists of 30 questions and lasts 30 minutes. The correct answer to each question is worth 1 point. The maximum number of points for this exam is 30. The number of points scored by each student is divided by 3 to get a grade on the 10-point scale. To take the exam, students must show their student ID/password. During the exam, students must keep brightness of the phone/computer screen at 100%.
Bibliography
Recommended Core Bibliography
- Organizational decision making, , 2002
Recommended Additional Bibliography
- Amos Tversky, Daniel Kahneman, & Robert L. Winkler. (n.d.). You have printed the following article: Judgment under Uncertainty: Heuristics and Biases. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.311830A9
- Birnbaum, M. H. (1998). Measurement, Judgment, and Decision Making. San Diego: Academic Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=203311
- Camerer, C., Loewenstein, G., & Rabin, M. (2004). Advances in Behavioral Economics. New York: Princeton University Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=329745
- Charles Margerison, & Richard Glube. (1979). Leadership Decision‐Making: An Empirical Test Of The Vroom And Yetton Model. Journal of Management Studies, (1), 45. https://doi.org/10.1111/j.1467-6486.1979.tb00373.x
- Grünig, R., & Kühn, R. (2013). Successful Decision-Making : A Systematic Approach to Complex Problems: Vol. 3rd ed. Springer.
- Kahneman, D. (2012). Thinking, Fast and Slow. Contenido, (585), 143. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=asn&AN=73880857
- The foundations of behavioral economic analysis, Dhami, S., 2016
- Tony Buzan. (2018). Mind Map Mastery : The Complete Guide to Learning and Using the Most Powerful Thinking Tool in the Universe. [N.p.]: Watkins Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1608150
- TRANK, C. Q. (2015). “Reading” Evidence-Based Management: The Possibilities of Interpretation. Academy of Management Learning & Education, 2015(1), 48–62. https://doi.org/10.5465/amle.2013.0444
- Wilkinson, N., & Klaes, M. (2012). An Introduction to Behavioral Economics (Vol. 2nd ed). Basingstoke: Palgrave Macmillan. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1525059
- Xu, Z. (2015). Uncertain Multi-Attribute Decision Making : Methods and Applications. Heidelberg: Springer. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=948226
- Zhu, L., & Rutherford, A. (2019). Managing the Gaps: How Performance Gaps Shape Managerial Decision Making. Public Performance & Management Review, 42(5), 1029–1061. https://doi.org/10.1080/15309576.2019.1568886
- Zopounidis, C., & Doumpos, M. (2017). Multiple Criteria Decision Making : Applications in Management and Engineering. Cham: Springer. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1231843