A Model for Decision-Making Risk
商品編號：9B11M080
出版日期：2012/04/27
再版日期：2014/07/07
商品來源：
商品主題：General Management/Strategy
商品類型：Note
涵蓋議題：Risk Analysis;Risk Management;Decision-making;Leadership;Group Behaviour;Analyzing Options
難易度：4 - Undergraduate/MBA
內容長度：30 頁
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事件年度：2009
Employees are faced each day with important decisions that they need to make, which force them to evaluate potential benefits and risks and act accordingly. Organizations depend on the successful decisions that business leaders make. Unfortunately, business students do not spend as much time as they should studying decision-making risk and how to evaluate it. Recent organizational failures, such as the collapse of Enron and Lehman Brothers, exhibit a fundamental lack of understanding.
Decision-making risk (DMR) is, quite simply, the risk associated with making a decision. With each decision, there are risk variables that interact with one another to create an overall risk profile. It is this interaction that is arguably under-observed in business schools. Furthermore, it is contended that a lack of focus on this interaction often leads to poor decision-making.
In this note, we use the Bear Stearns collapse and the Maple Leaf Foods listeria outbreak as timely examples of miscalculated decision-making risk. After examining these cases, it is quite clear that the associated risks in both were quite high. This raises a number of questions. Why didn’t the decision-makers at the time realize the risks that their organizations were facing? How can business leaders learn from these failures to ensure similar mistakes are not made in the future? In particular, this note was written to answer the question: Is there a comprehensive framework that can be used to assess decision-making risk?
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