NTU Course
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Judgment and Managerial Decision Making

Offered in 112-2
  • Notes
    The course is conducted in English。
  • NTU Enrollment Status

    Enrolled
    0/40
    Other Depts
    0/20
    Remaining
    0
    Registered
    0
  • Course Description
    This course is interactive, analytical, and sometimes experiential. We will use class exercises, videos, and cases to stimulate class discussions. Each class will begin with a group scheduled to present examples and applications of the class concepts discussed last week, and I will have Kahoot! games to prepare students ready for the class. Then, an overview and introduction to the topic will be provided. I will facilitate the class discussions about the readings when I expect that every student is well prepared for the class discussion. Each weekly topic will end with a discussion of potential applications and a review.
  • Course Objective
    This course is designed to make students better decision-makers. Students will learn potential errors and biases in their judgment and decision-making and strategies to overcome the barriers to decision-making. The second objective is to improve the ability of the students to predict and influence the behavior of others, be their employees, consumers, stakeholders, and so on, to benefit both parties. To achieve these objectives, I will provide students with knowledge of empirical research and strategies drawn from multiple disciplines, including cognitive psychology, behavioral economics, social psychology, and organizational behavior. Topics will include common biases, heuristics, escalation of commitment, group decision-making, influence, behavior change, etc.
  • Course Requirement
  • Expected weekly study hours after class
  • Office Hour
    *This office hour requires an appointment
  • Designated Reading
  • References
    Kahneman, D., Sibony, O., & Sunstein, C. R. (2021). Noise: A flaw in human judgment. Little, Brown Spark. Bazerman, Max. (2020). Better, not perfect: A realist’s guide to maximum sustainable goodness. Harper Business. Bazerman, Max. (2014). The power of noticing: What the best leaders see. New York: Simon & Schuster. Gino, Francesca. (2013). Sidetracked: Why our decisions get derailed and how we can stick to the plan. Boston, MA: Harvard Business Review Press. Kahneman, D. (2011). Thinking, fast and slow. New York, NY: Farrar, Straus & Giroux. Ariely, D. (2009). Predictably irrational: The hidden forces that shape our decisions. London: HarperCollins Publishers. Thaler, R. H. & Sunstein, C. R. (2008). Nudge: Improving decision about health, wealth, and happiness. New Haven, CT and London: Yale University Press.
  • Grading
  • Adjustment methods for students
    Adjustment MethodDescription
    Others

    Negotiated by both teachers and students

  • Course Schedule