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MGMT 530 Slingshot Academy / snaptutorial.com
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MGMT 530 Slingshot Academy / snaptutorial.com

• 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 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

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MGMT 530 Slingshot Academy / snaptutorial.com

• MGMT 530 Final Exam

• MGMT 530 Week 1 Case Analysis (Conference

• 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.

• 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 television, the hotel

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MGMT 530 Slingshot Academy / snaptutorial.com

• 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.with.

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MGMT 530 Slingshot Academy / snaptutorial.com

• MGMT 530 Week 2 Case Analysis (Conference Decision

• MGMT 530 Week 2 DQ 1 Defining Objectives

• 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.

• 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.

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MGMT 530 Slingshot Academy / snaptutorial.com

• MGMT 530 Week 2 DQ 2 Intuition

• MGMT 530 Week 3 Case Analysis Conference Decision

• 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.

• 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 following
  consequence table based on the information
  available.

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MGMT 530 Slingshot Academy / snaptutorial.com

• MGMT 530 Week 3 DQ 1 Understanding Consequences

• MGMT 530 Week 3 DQ 2 Decision Making

• Why can it 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?

• 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
  information used  to make decisions? Too much of
  one or the other

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MGMT 530 Slingshot Academy / snaptutorial.com

• MGMT 530 Week 4 DQ 1 Defining Uncertainties

• MGMT 530 Week 4 DQ 2 Decision Making Styles

• How does your organization assess uncertainties
  in your decision-making process? What are the
  benefits to using decision trees to assess
  uncertainties?
• 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 Slingshot Academy / snaptutorial.com

• 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.

• 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 unaffected by the
  quake.

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MGMT 530 Slingshot Academy / snaptutorial.com

• MGMT 530 Week 5 DQ 1 Risk Tolerance

• MGMT 530 Week 5 DQ 2 Sharing Risk with Partners

• 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?