MGMT 530 Something Great /newtonhelp.com

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MGMT 530 Something Great/newtonhelp.com
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MGMT 530 Entire Course , Midterm and Final Exam

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• 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

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MGMT 530 Entire Course

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• This Tutorial doesnt contain 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

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MGMT 530 Final Exam

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• (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 that
  handle investigative work.

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MGMT 530 Week 1 Case Analysis (Conference
Decision)

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• 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 and the city
  cannot possibly accommodate this or any
  conference for the foreseeable future.

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MGMT 530 Week 1 DQ 1 Defining the Problem

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• 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.

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MGMT 530 Week 1 DQ 2 Enabling Conditions

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• 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 Week 2 Case Analysis (Conference
Decision)

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• 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.
• Approximately 200 attendees are scheduled to
  attend, flying in from all over

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MGMT 530 Week 2 DQ 1 Defining Objectives and
Alternatives

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• 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 Week 2 DQ 2 Intuition

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• 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.

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

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• 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 Week 3 DQ 1 Understanding Consequences
and Tradeoffs

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• 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?

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MGMT 530 Week 3 DQ 2 Decision Making in Your
Organization

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• 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?

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MGMT 530 Week 4 DQ 1 Defining Uncertainties

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• 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'?

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MGMT 530 Week 4 DQ 2 Decision Making Styles

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• 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 Week 4 Midterm Exam

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• 1. (TCO A) Your small services company has grown
  rapidly during its first two years and has
  outgrown the workspace that you have leased for
  three years. As the operations manager, you have
  been asked to lead a decision-making team to
  select a location for the growing company. Your
  desire is for the team to make an effective
  decision.

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MGMT 530 Week 5 Case Analysis Labadee Decision

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• 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 Week 5 DQ 1 Risk Tolerance

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• 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?

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MGMT 530 Week 5 DQ 2 Sharing Risk with Partners

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• 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 Week 6 DQ 1 Linked Decisions

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

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MGMT 530 Week 6 DQ 2 Course Project
Presentations

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• 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 Week 7 Course Project (US Foods)

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• 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

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MGMT 530 Week 7 DQ 1 Psychological Traps

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• 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
  others see you with how you see yourself and want
  others to see you.

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MGMT 530 Week 7 DQ 2 Estate Case Analysis

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• 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 Something Great/newtonhelp.com