that is make logical and consistent choices to maximize value.Making Decisions:Bounded Rationality;Making Decisions:the Role of Intuition; Making Decisions:the Role of Evidence-Based Management 2.Basic concepts and knowledge points:Rational decision making:Bounded rationality;Satisfice;escalation of commitment;intuitive decision making. evidence-based management 3.Problems and Applications(ability requirements) 1)Compare and contrast the four ways managers make decisions 2)Give examples to illustrate intuitive decision making. Section 3:Tvpes of decisions and decision-making conditions. 1.Main contents:types of Decisions:Decision-making conditions:when making decisions,managers may face three different conditions:certainty, risk;Expected value and uncertainty 2.Basic concepts and knowledge points:structured problems:programmed decision;procedure:rule:policy:unstructured problems:non programmed decisions;certainty;risk;uncertainty 3.Problems and Applications(ability requirements 1)Explain the two types of problems and decisions 2)Contrast the three decision-making conditions 3)Are you a linear or nonlinear thinker,why? Section 4:Decision-making styles and decision biases 1.Main contents:Different decision-making styles and decision making biases will affect manager's decision,linear thinking style is characterized by a person's preference for using external data and facts and processing this information through rational,logical thinking to guide decisions and actions.The second,nonlinear thinking style is characterized by a preference for internal sources of information (feelings and intuition)and processing this information with internal insights,feelings,and hunches to guide decisions and actions affect decision making;Decision-Making Biases and Errors,overview of managerial decision making:guidelines for effective decision making. 2.Basic concepts and knowledge points:linear thinking style:heuristics nonlinear thinking style;overconfidence;Anchoring effect;Sunk costs; design thinking 3.Problems and Applications(ability requirements) 77 that is make logical and consistent choices to maximize value. Making Decisions: Bounded Rationality; Making Decisions: the Role of Intuition; Making Decisions: the Role of Evidence-Based Management 2. Basic concepts and knowledge points: Rational decision making; Bounded rationality; Satisfice; escalation of commitment; intuitive decision making; evidence-based management 3. Problems and Applications (ability requirements) 1) Compare and contrast the four ways managers make decisions. 2) Give examples to illustrate intuitive decision making. Section 3: Types of decisions and decision-making conditions. 1. Main contents: types of Decisions; Decision-making conditions: when making decisions, managers may face three different conditions: certainty, risk; Expected value and uncertainty. 2. Basic concepts and knowledge points: structured problems; programmed decision; procedure; rule; policy; unstructured problems; non programmed decisions; certainty; risk; uncertainty. 3. Problems and Applications (ability requirements) 1) Explain the two types of problems and decisions. 2) Contrast the three decision-making conditions. 3) Are you a linear or nonlinear thinker, why? Section 4: Decision-making styles and decision biases. 1. Main contents: Different decision-making styles and decision making biases will affect manager’s decision; linear thinking style is characterized by a person’s preference for using external data and facts and processing this information through rational, logical thinking to guide decisions and actions. The second, nonlinear thinking style is characterized by a preference for internal sources of information (feelings and intuition) and processing this information with internal insights, feelings, and hunches to guide decisions and actions affect decision making; Decision-Making Biases and Errors; overview of managerial decision making; guidelines for effective decision making. 2. Basic concepts and knowledge points: linear thinking style; heuristics; nonlinear thinking style; overconfidence; Anchoring effect; Sunk costs; design thinking; 3. Problems and Applications (ability requirements)