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Business and Management
Management and Leadership
General Management
Strategic Planning and Decision Making
1. Foundations of Strategic Management
2. Strategic Analysis: The External Environment
3. Strategic Analysis: The Internal Environment
4. Synthesizing Analysis and Formulating Strategy
5. Corporate-Level Strategy Formulation
6. Business-Level Strategy Formulation
7. Functional-Level Strategy Formulation
8. Strategic Decision Making
9. Strategy Implementation
10. Strategic Evaluation and Control
Strategic Decision Making
Models of Decision Making
Rational Model
Steps in Rational Decision Making
Problem Identification
Alternative Generation
Alternative Evaluation
Decision Implementation
Outcome Evaluation
Limitations of Rationality
Information Constraints
Cognitive Limitations
Time Pressures
Bounded Rationality Model
Satisficing
Good Enough Solutions
Search Limitations
Aspiration Levels
Cognitive Limitations
Information Processing
Memory Constraints
Attention Limits
Intuitive Decision Making
Role of Experience
Pattern Recognition
Tacit Knowledge
Expert Intuition
Intuitive Processes
Rapid Cognition
Emotional Intelligence
Gut Feelings
Political Model
Power Dynamics
Stakeholder Influence
Coalition Formation
Negotiation Processes
Coalition Building
Interest Alignment
Resource Sharing
Compromise Solutions
Decision-Making Tools and Techniques
Decision Trees
Structure and Application
Decision Nodes
Chance Nodes
Outcome Evaluation
Expected Value Analysis
Probability Assessment
Value Calculation
Risk Consideration
Scenario Planning
Developing Scenarios
Scenario Construction
Key Uncertainties
Plausible Futures
Using Scenarios in Strategy
Strategic Options
Contingency Planning
Risk Assessment
Real Options Analysis
Valuing Flexibility
Option Value
Strategic Flexibility
Investment Timing
Types of Real Options
Expansion Options
Abandonment Options
Timing Options
Game Theory
Competitive Interactions
Strategic Games
Nash Equilibrium
Dominant Strategies
Applications in Strategy
Competitive Dynamics
Pricing Decisions
Entry Deterrence
Delphi Technique
Expert Consensus Building
Expert Selection
Iterative Process
Consensus Achievement
Applications
Forecasting
Problem Solving
Strategy Development
Cognitive Biases in Strategic Decisions
Overview of Cognitive Biases
Systematic Errors
Decision Traps
Bias Categories
Confirmation Bias
Selective Information Processing
Evidence Interpretation
Belief Persistence
Overconfidence Bias
Overestimation of Abilities
Certainty Illusion
Planning Fallacy
Anchoring Bias
Initial Information Influence
Adjustment Inadequacy
Reference Point Dependence
Groupthink
Group Pressure
Conformity Pressure
Critical Thinking Suppression
Escalation of Commitment
Sunk Cost Fallacy
Loss Aversion
Face-Saving Behavior
Mitigating Biases in Decision Making
Awareness Building
Process Design
Devil's Advocate
Diverse Perspectives
Risk Management in Strategic Decisions
Identifying Strategic Risks
Types of Strategic Risks
Market Risks
Operational Risks
Financial Risks
Regulatory Risks
Reputational Risks
Risk Sources
Internal Sources
External Sources
Systemic Sources
Assessing Risk Impact and Probability
Qualitative Assessment
Risk Matrices
Expert Judgment
Scenario Analysis
Quantitative Assessment
Statistical Analysis
Monte Carlo Simulation
Sensitivity Analysis
Developing Risk Mitigation Strategies
Risk Response Options
Risk Avoidance
Risk Reduction
Risk Transfer
Risk Acceptance
Contingency Planning
Contingency Identification
Response Planning
Trigger Points
Risk Monitoring
Risk Indicators
Early Warning Systems
Continuous Assessment
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7. Functional-Level Strategy Formulation
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9. Strategy Implementation