Organizational Business Decision Making

Curriculum Guideline

Effective Date:
Course
Discontinued
No
Course Code
BUSN 4410
Descriptive
Organizational Business Decision Making
Department
Business
Faculty
Commerce & Business Administration
Credits
3.00
Start Date
End Term
202010
PLAR
No
Semester Length
15 Weeks X 4 Hours per Week = 60 Hours
Max Class Size
35
Contact Hours
Lecture: 1 Hour Seminar: 3 Hours Total: 4 Hours
Method(s) Of Instruction
Lecture
Seminar
Learning Activities

Methods will include case studies, lectures, classroom discussion, seminars, and reading assignments.

Course Description
This course builds on, consolidates and integrates the knowledge and skills of earlier courses as they relate to the practice of organizational decision making. This course will examine the nature of decisions and the process of decision making in organizational contexts that are characterized by varying degrees of urgency, stability, conflict and complexity. As they are introduced to frameworks, approaches, models, processes, tools and techniques of decision making, students will learn how to formulate effective decision making practices. Decision making will be explored and practiced as collective, purposeful and intentional actions and processes. Integrated cases will be used to examine all areas of organizational decision making, such as organizational design, strategy, stakeholder (i.e., internal and external) engagement, human resource management and operations management.
Course Content

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.

Learning Outcomes

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.
6.Demonstrate relevant communication skills for achieving solutions to various problems during class discussions and with other students and the instructor.

Means of Assessment
Participation 0-10%
Individual written case studies and/or assignments  30-40%
Group project 15-25%
Oral presentations 0-15%
Examination (s) / quizzes 20-30%
Total 100%

Note: Students must achieve a grade of at least 50% on the combined examination components to pass the course. At least 25% of all assessments must be individual written work.

Textbook Materials

Textbooks and Materials to be Purchased by Students:

Required:
Rosenhead, J., & Mingers, J. Rational Analysis for a Problematic World Revisited: Problem Structuring Methods for Complexity, Uncertainty and Conflict, latest edition.

Custom Course Pack – to be developed by department

Other text books as approved by department

Optional:
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.

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.

Prerequisites

BUSN 3310 and 90 credits towards a degree.

NOTE: Because this course will be focused on synthesizing learning from other business, finance and management courses, it is recommended that students take the following courses prior to taking this course: BUSN 3312, or BUSN3350, or BUSN4275.

Corequisites

Courses listed here must be completed either prior to or simultaneously with this course:

  • No corequisite courses
Equivalencies

Courses listed here are equivalent to this course and cannot be taken for further credit:

  • No equivalency courses