MGMT 530 Instant Education/uophelp

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MGMT 530 Course

• For more course visit
• www.uophelp.com

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MGMT 530 Course

• MGMT 530 Entire Course

• MGMT 530 Entire Course , Midterm and Final Exam

• MGMT 530 Week 1 Case Analysis (Conference
  Decision)
• MGMT 530 Week 1 DQ 1 Defining the Problem
• MGMT 530 Week 1 DQ 2 Enabling Conditions
• MGMT 530 Week 2 Case Analysis (Conference
  Decision)
•  
• MGMT 530 Week 2 DQ 1 Defining Objectives and
  Alternatives
• MGMT 530 Week 2 DQ 2 Intuition
• MGMT 530 Week 3 Case Analysis Conference Decision
  Case, Part 2

• MGMT 530 Week 1 Case Analysis (Conference
  Decision)
• MGMT 530 Week 1 DQ 1 Defining the Problem
• MGMT 530 Week 1 DQ 2 Enabling Conditions
• MGMT 530 Week 2 Case Analysis (Conference
  Decision)
• MGMT 530 Week 2 DQ 1 Defining Objectives and
  Alternatives

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MGMT 530 Course

• MGMT 530 Final Exam

• MGMT 530 Week 1 Case Analysis (Conference
  Decision)

• TCOs A, B, C, D, E, F, G and H) Tidewater
  Services recently celebrated its 10th anniversary
  as a professional services firm that handles
  investigations for law firms offering amenities,
  such as background checks, surveillance,
  interviewing of witnesses, crash scene
  investigation, and other related services.The
  company was founded by Lee Herbert who had
  extensive experience working for companies

• Week 1 Case Analysis Conference Decision Case
• Date September 2, 2005
• In less than two weeks, an accounting system
  users conference is scheduled to be held in New
  Orleans, Louisiana on September 1316, 2005.
  Unfortunately, Hurricane Katrina has struck the
  city leaving a wake of destruction. Based on what
  you see on

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MGMT 530 Course

• MGMT 530 Week 1 DQ 1 Defining the Problem

• MGMT 530 Week 1 DQ 2 Enabling Conditions

• What is the difference between problem solving
  and decision making? What are the key aspects to
  defining the problem for a decision
  situation?Give an example of a decision problem
  that you are currently dealing with.

• What role does ability, willingness, insight, and
  commitment play in the decision-making process?
  How can constraints and other underlying elements
  complicate the decision-making process?Relate
  an experience from your work.

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MGMT 530 Course

• MGMT 530 Week 2 DQ 1 Defining Objectives and
  Alternatives

• MGMT 530 Week 2 Case Analysis (Conference
  Decision)

• 1.
• Week 2 Case Analysis Conference Decision Case
• Date September 2, 2005
• In less than two weeks, an accounting system
  users conference is scheduled to be held in New
  Orleans, Louisiana on September 1316, 2005.
  Unfortunately, Hurricane Katrina has struck the
  city leaving a wake of destruction. Based on what
  you see on television, the hotel and the city
  cannot possibly accommodate this or any
  conference for the foreseeable future. 

• Why is it important to define clear objectives
  for the decision situation? How can you ensure
  that you have identified all the appropriate
  alternatives? Give an example of a problem that
  you are in the process of deciding or have
  decided on in the pastidentify the objectives
  and alternatives.
•  We will be looking at two key decision-making
  elements,

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MGMT 530 Course

• MGMT 530 Week 2 DQ 2 Intuition

• MGMT 530 Week 3 Case Analysis Conference Decision
  Case, Part 2

• 1.What role does intuition play in decision
  making? What role does quantitative data play in
  decision making? Identify a decision situation in
  which you used both intuition and data for your
  analysis of the situation.
•  For the second discussion, we will analyze the
  role that intuition plays in the decision-making
  process. 
• OK, I would like to get this politically
  incorrect idea out of the way from the start ...
  As you begin to participate in this topic, please
  consider and share your position on whether you
  believe intuition is

• Date September 15, 2005
• Two weeks after New Orleans was devastated by
  Hurricane Katrina, you made the decision to
  postpone the conference and select a different
  city to hold the conference. Based on your
  initial objectives and a survey you took of the
  registered attendees, you created the

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MGMT 530 Course

• MGMT 530 Week 3 DQ 1 Understanding Consequences
  and Tradeoffs

• MGMT 530 Week 3 DQ 2 Decision Making in Your
  Organization

• Why canit be difficult to identify consequences
  for each alternative and objective? What
  techniques can be used to simplify the process?
  Describe a decision situation in which you made
  tradeoffs to simplify the alternatives. Did you
  use the even-swap method, weighted scoring model,
  or another approach?
•  Our objectives this week are toBuild a
  consequence table with accuracy and
  completeness.Compare alternatives using a
  consequence table.Evaluate alternatives by
  examining

• What process does your organization use to make
  decisions? Do you clearly identify the problem,
  objectives, alternatives, consequences, and
  tradeoffs? What special techniques or tools do
  you use in your process?
•  In your organizations, what is the general
  balance of quantitative and qualitative

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MGMT 530 Course

• MGMT 530 Week 4 DQ 1 Defining Uncertainties

• MGMT 530 Week 4 DQ 2 Decision Making Styles

• 1.
• How does your organization assess uncertainties
  in your decision-making process? What are the
  benefits to using decision trees to assess
  uncertainties?
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• Provide an example where uncertainties played a
  major role in a decision situation.
• In the context of uncertainty, is there a
  difference between 'possibility' and
  'probability'? 
•  

• What is your primary decision-making style? What
  is your managers primary decision-making style?
  What approaches and tricks have you learned to
  persuade your manager?

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MGMT 530 Course

• MGMT 530 Week 4 Midterm Exam

• MGMT 530 Week 5 Case Analysis Labadee Decision

• 1. (TCO A) Your small services company has
  outgrown the current facility after the first two
  years of a three-year lease. As the operations
  manager, you are being held accountable for
  cancelling orders, and you are beginning to lose
  market share due to late deliveries. The goal is
  to determine what action to take in the future to
  improve the situation and restore sales.i. What
  criteria should have been used in the
  decision-making process that could have avoided
  the current situation?

• In January 2010, the island nation of Haiti was
  devastated by an earthquake.
• Royal Caribbean International, a major cruise
  line, owns a private beach in Haiti, which is
  typically a port of call on several of their
  Caribbean cruise itineraries. The private port,
  known as Labadee, is about 80 miles away from
  Port au Prince. The beach was

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MGMT 530 Course

• MGMT 530 Week 5 DQ 1 Risk Tolerance

• MGMT 530 Week 5 DQ 2 Sharing Risk with Partners

• 1.
• Describe your risk profilerisk seeking, risk
  neutral, or risk averse. What are the pitfalls of
  your risk attitude? How can knowing your
  managers desirability curve come in handy during
  the decision-making process?

• Describe a decision situation in which you have
  shared risk with an internal or external business
  partner. What were the conditions of the shared
  risk? Explain why the arrangement was successful
  or not.
• Is blame a risk-mitigator or risk-enhancer? 
•  

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MGMT 530 Course

• MGMT 530 Week 6 DQ 1 Linked Decisions

• MGMT 530 Week 6 DQ 2 Course Project Presentations

• 1.
• Describe a decision situation that involved
  linked decisions. What flexible plans did you use
  for the subsequent decision?

• Briefly describe your problem and post a brief
  PowerPoint presentation that summarizes your
  Course Project no later than Tuesday.Give
  feedback to (at least) two other students
  presentations for your remaining posts. Be sure
  to post on a total of three different days

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MGMT 530 Course

• MGMT 530 Week 7 Course Project (US Foods)

• MGMT 530 Week 7 DQ 1 Psychological Traps

• Objectives
• The objective of the Course Project is to provide
  you with practice in creating, justifying, and
  explaining a decision-making proposal. All
  elements involved in the creation of this
  proposal, from problem definition through action
  plan, must be covered. Further, the proposal, as
  constructed, must meet the tests of any sound
  business plan, namely that it has specific and
  measurable goals and objectives, clearly defined
  activities, stipulated time frames during which
  those activities will take place, and clearly.

• Provide a real-life example of one of the traps
  discussed in the text or the lecture. What can be
  done to avoid that trap in the future?
•  An interesting human phenomenon is becoming
  trapped in one's own imagination of self. It is,
  of course, very important to manage one's
  reputation by comparing and reconciling how

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MGMT 530 Course

• MGMT 530 Week 7 DQ 2 Estate Case Analysis

• MGMT 530 Week 7 DQ 2 Estate Case Analysis

• This week, we move from the theoretical to the
  real world.The following group decision problem
  scenario is outside of the formal organizational
  structure but highlights the difficulty in making
  decisions in group settings and the need to
  collectively arrive at a group decision-making
  process.Estate Case Decision Problem
  ScenarioThe matriarch of a family passes away
  after a long illness, leaving a house that needs
  major repair work, a few antiques, and a small
  insurance policy.

• This week, we move from the theoretical to the
  real world.The following group decision problem
  scenario is outside of the formal organizational
  structure but highlights the difficulty in making
  decisions in group settings and the need to
  collectively arrive at a group decision-making
  process.

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MGMT 530 Course
For more course visit www.uophelp.com