Module manager: Gulbanu Kaptan
Email: G.Kaptan@leeds.ac.uk
Taught: Semester 2 (Jan to Jun) View Timetable
Year running 2018/19
The pre-requisites for this module are LUBS1785 OR LUBS2785.
| LUBS1785 | Introduction to Effective Decision Making |
| LUBS2785 | How Managers Make Decisions |
| LUBS3885 | Management Decision Making |
| LUBS3895 | Applied Management Decision Making |
This module is approved as a discovery module
This module enhances your fundamental theoretical knowledge of decision making to allow a deeper appreciation of effective management decision making. Specifically, it focuses on the practical application of behavioural decision theory to complex, real world and managerial issues. The focus is on both understanding and improving decision making in these contexts. Domains for study include group decision making, bargaining and negotiation, public risk perception, effective risk communication and the implementation of structured decision aids.
Building on the fundamental theoretical knowledge of individual decision making acquired in LUBS1785 Introduction to Effective Decision Making, this module aims to provide students with a deeper appreciation of management decision making. This module contributes to the programme by offering the opportunity to develop decision analytic skills which can be applied in many diverse decisions domains, such as strategy, HRM, marketing, and management decisions more generally.
Upon completion of this module students will be able to:
- Demonstrate critical knowledge of how group dynamics and specific group-related biases can inhibit effective group decision making and techniques to overcome this
- Assess the theory of bargaining and negotiation from the decision analytic perspective, and demonstrate the ability to apply techniques to improve these activities
- Explain different conceptions of risk and its perception, and the implications of these for effective risk communication
- Demonstrate critical assessment of, and skills for implementing, a range of sophisticated structured decision aids designed to improve human decision making at both theoretical and practical levels through the use of applied techniques and specific software. This includes assessment of the feasibility of each in different environmental conditions and the strengths and limitations of each
- Assess the relevance of the issues presented above for managerial decision making in general, and for participants’ own personal decision making in particular
Upon completion of this module students will be able to:
Transferable
- Apply skills of conceptual analysis, critical thinking, communication, bargaining and negotiation to decision making in group working and individual contexts
- Recognise and apply relevant skills to appraising, managing and communicating risk
Indicative content
Group and team decision making; group process, decision rules, specific group biases, heuristics and related phenomena such as groupthink and group polarisation and how to enhance group practices and processes, such as electronic group decision making and the Delphi technique. We consider when and how groups are more effective than individual decision makers.
Structured decision aiding; why and how structured decision aiding can overcome the limitations of System 1 thinking. Practical examples include Simple Multi Attribute Rating Technique (SMART), decision trees and fault trees. We also consider the criteria of a choice situation which determine which decision aid is suitable and the limitations of structured decision aids.
Risk perception and communication within organisations and with the wider public. This includes fright factors and misinterpretation of small risks. Furthermore, we consider how to use research on risk perception to convey risk information accurately.
Decision-analytic approach to bargaining and negotiation, heuristics and biases used in this context, and how to become a more effective negotiator.
| Delivery type | Number | Length hours | Student hours |
|---|---|---|---|
| Lecture | 11 | 1 | 11 |
| Seminar | 5 | 1 | 5 |
| Private study hours | 84 | ||
| Total Contact hours | 16 | ||
| Total hours (100hr per 10 credits) | 100 | ||
Post-lecture reading: 22 hours
Seminar reading and preparation: 15 hours
Assignment preparation: 47 hours
Students will receive verbal feedback during seminars on the contribution made to seminar discussion.
| Assessment type | Notes | % of formal assessment |
|---|---|---|
| Essay | 3,000 words | 100 |
| Total percentage (Assessment Coursework) | 100 | |
Normally resits will be assessed by the same methodology as the first attempt, unless otherwise stated
The reading list is available from the Library website
Last updated: 12/12/2018
Errors, omissions, failed links etc should be notified to the Catalogue Team