Inroduction to management decisions - BMEGT20BX4U000-00

The course provides students with an overview of the application of management models and decision-making strategies. During the course, participants will learn about the related risk analysis and practice the management of real decision-making situations through situational games and case studies. Within the framework of the course, students can learn the basics of managerial decision-making. They will be able to understand the main rules of managerial behavior as well as the driving forces behind decision-making. They will acquire the essential skills necessary for managerial decision-making. They can get a detailed picture of the typical variants of managerial decisions, the characteristics determined by the organization, operation and financing. They can get acquainted with the conflicts that take place due to managerial decisions, and the characteristics of leadership behaviors. The course also deals separately with the issues of substantive and procedural rationality, limited rationality and administrative behavior, intuitive rationality, and metarationality related to decisions. Students will become acquainted with the steps of decision-making, including the definition of the goal, the definition of the problem, the determination of possible alternative solutions, the evaluation of alternative ways of action, and the selection, implementation and control of the mode of action. Students will gain an overview of quantitative methods of managerial decisions, fuzzy methods, and linear systems of equations related to decisions. The course also deals separately with the roles and issues of management information systems, including management accounting, in managerial decision-making. The most important decision-making models are also described in the course of the course.

1. He/she knows all the most important elements of the conceptual set of managerial decision-making, and understands the connections that form the basis of managerial work.
2. It has an overview of the environment of managerial decision-making, the interactions between managers and colleagues, and the operational practices of organizations.
3. He/she has confident methodological knowledge in various areas of managerial decision-making, understands and understands the application and combination possibilities of the learned methodologies.

1. He/she is able to synthesize the basic theories and concepts related to motivational, leadership and management functions developed with the development of managerial decision-making, to express rational arguments, i.e. to form and defend his/her opinion in debates in different fields of communication.
2. In his professional vocabulary, he confidently uses the vocabulary of the profession usually used in managerial decision-making, the basic scientific concepts of the profession, and the elements of the special vocabulary based on them.

1. Accept that managerial decisions resulting from organizational behavioral phenomena resulting from different organizational cultures are historically and socially determined and changing.
2. Accepts the fundamentally different nature of the approach to managerial decisions and understands the importance of these values.
3. He is open to all forms of tools related to managerial decisions, receptive but not unthinkingly accepting of theoretical, practical and methodological innovations.
4. He is open to critical self-evaluation, various forms of professional training, the self-development methods of the intellectual worldview, and strives for self-development in these areas.
5. It consciously represents the methods used by non-profit management and accepts the different methodological characteristics of other disciplines.

1. Being part of a professional work community, he/she is able to perform and manage complex tasks in accordance with the professional expectations of the community.
2. He organizes his work and the activities of the employees working under his direction with independence and responsibility in accordance with his position in the organizational structure.
3. Independent, constructive and assertive in forms of cooperation within and outside the institution.

Lectures and Exercises

• Enyediné M. (1997): Bevezetés a döntéselméletbe. Ligatura Kiadó. Budapest
• Hanyecz L. (1994): Döntéshozatal. Döntési modellek. Janus Pannonius Tudományegyetem Egyetemi Kiadó. Pécs.
• Sántáné-Tóth E. Bíró M., Gábor A., Kő A., Lovrics L. (2008): Döntéstámogató rendszerek. Panem Kiadó. Budapest.

A tárgy folyamatos számonkérésű, az ismeretek felmérésére 3 zárthelyi dolgozat szolgál, melyek közel azonos súlyú témaköröket tartalmaznak.

A. Szorgalmi időszakban végzett teljesítményértékelés: A ZH írásban történik. Mindhárom ZH a tárgyalt témakörök ismereteire kérdez rá. A ZH jellemzően tesztjellegű, esetleg rövid, néhány szavas válaszokat igénylő feladatokból, kérdésekből, igaz-hamis állításokból áll. A három ZH alapján összesen 30 pont szerezhető, egy-egy ZH 10-10 pontot ér. A tantárgy teljesítésének feltétele összesen legalább 15 pont megszerzése a három ZH összesített eredménye alapján. Az egyes ZH-kra vonatkozóan nincs minimális pontszám kritérium.

• 1. ZH: 33
• 2. ZH: 33
• 3. ZH: 33
• összesen: 100

Mindhárom zárthelyi pótlására/javítására lehetőség van. Pótlás/javítás esetén a pót/javító ZH eredménye számít a végeredménybe. A félévközi jegy megszerzésére a zárthelyiken és azok megadott időpontban való pótlásán/javításán kívül más lehetőség nincs.

Consulted with the Faculty Student Representative Committee, approved by the Vice Dean for Education, valid from: 07.07.2024.