1. Introduction to the decision making environment: context, decision making biases, group and team considerations, organizational considerations (e.g., organizational design, motivation, HR, operations, strategy, etc.), and organizational environment considerations (e.g., competition, economy, diversity, stability in the environmental influences, etc.).
2. Introduction to macro and micro problem structuring methods for complexity, uncertainty and conflict (such as Evidenced Based Decision Making, Systems Thinking, Strategic Options Development & Analysis [SODA], Soft Systems Methodology [SSM], Strategic Choice Approach [SCA], Robustness Analysis, , etc…).
3. Integration of multi-disciplinary theories and concepts in strategic management, organizational culture, financial management, human resource management, industrial relations, marketing management, production and operations management.
4. Application of aforementioned concepts to organizational problems derived from cases, and/or real-world/industry.
Methods could include case studies, lectures, classroom discussion, seminars, reading assignments, guest lectures and videos.
|Written case study(ies), project(s) and/or assignment(s)||40-70%|
|Test(s) and/or quizzes||0-20$|
|Final exam and/or capstone project
1. At least 50% of the total coursework must be individual work.
2. To pass the course, students must achieve a cumulative grade of 50% in all non-group assessments as well as 50% overall in the course. In other words, students must have achieved at least 50% on their cumulative individual assessments in order to be eligible to earn marks from group work.
3. No single assessment (e.g., case study, exam, quiz, project, etc.) can be worth more than 30%.
4. The final exam and capstone project are individual (i.e., non-group) assessments.
5. Students may conduct research as part of their coursework in this class. Instructors for the course are responsible for ensuring that student research projects comply with College policies on ethical conduct for research involving humans, which can require obtaining Informed Consent from participants and getting the approval of the Douglas College Research Ethics Board prior to conducting the research.
After completing this course a successful student will be able to:
1. articulate the nature and structure of decision making in organizations;
2. analyze the implications of and interactions between decision making processes and the organizations’ external environment, strategy, design, culture, structure, operations, and stakeholders;
3. select and utilize appropriate macro and micro analysis tools/frameworks to engage in decision making in varied and multi-faceted organizational contexts to facilitate collaborative group decision making
4. apply multi-disciplinary theories and concepts to organizational problems
5. demonstrate relevant communication skills for achieving solutions to various problems during class discussions and with other students and the instructor.
Textbooks and Materials to be Purchased by Students:
Custom Course Pack (to be developed by the department) and other textbooks as approved by the department.
Bolman, L.G., & Deal, T.E. Reframing Organizations: Artistry, Choice and Leadership Paperback, latest edition.
Humphrey, J.A., M.R. Pearce, D.G., Burgoyne, et al. An Introduction to Business Decision Making, latest edition.
Pidd, M. Tools for Thinking: Modelling in Management Science, latest edition.
Rosenhead, J., & Mingers, J. Rational Analysis for a Problematic World Revisited: Problem Structuring Methods for Complexity, Uncertainty and Conflict, latest edition.
Russo, J.E., & Schoemaker, P.J.H. Winning Decisions: Getting It Right the First Time, latest edition.
Savory, A., & Butterfield, J. Holistic Management: A New Framework for Decision Making, latest edition.
NOTE: Because this course will be focused on synthesizing learning from other business, finance and management courses, it is recommended that students take this course as late in their management studies as possible. In addition to the pre-requisites, it is highly recommended to take the following courses prior to taking this course: BUSN 3314, all management concentration courses (e.g., project management, supply chain management, operations management, etc.), and BUSN 4275.
No corequisite courses.
Courses listed here are equivalent to this course and cannot be taken for further credit:
- No equivalency courses
Course Guidelines for previous years are viewable by selecting the version desired. If you took this course and do not see a listing for the starting semester / year of the course, consider the previous version as the applicable version.
|Institution||Transfer Details||Effective Dates|
|Capilano University (CAPU)||CAPU BADM 3XX (3)||2003/05/01 to -|
|Kwantlen Polytechnic University (KPU)||KPU BUSI 1210 (3)||2004/09/01 to -|
|Langara College (LANG)||LANG BUSM 2XXX (3)||2004/09/01 to -|
|Thompson Rivers University (TRU)||TRU ADMN 320 (3)||2004/09/01 to 2010/12/31|
|Thompson Rivers University (TRU)||TRU BBUS 4XXX (3)||2011/01/01 to -|
|Trinity Western University (TWU)||TWU BUSI 111 (3)||2004/09/01 to -|
|University of Victoria (UVIC)||UVIC COM 2XX (1.5)||2004/09/01 to -|