mm5009 dmsn 50a_23des(usp+sn)_student
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MM5009
Decision Making andNegotiation
Prof. Utomo Sarjono Putro
&
Santi Novani, Ph.D
MM5009 Decision Making and Negotiation !50
oung Professiona" #PU50$%
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INSTITUT TEKNOLOGI BANDUNG
M($
ProgrammeGradua teSchoo l o f Bus iness
htt)*++.m-a.it-.ac.id
M$S!/ 1 (US2N!SS $DM2N2S/$2NS34 1 (US2N!SS $ND M$N$6!M!N
2NS2U !7N62 ($NDUN6htt)*++.s-m.it-.ac.id+m-a
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3ontents
1. Vision and Mission of MBA-ITB ....................... 2 Error: Reference source not found
2. Learning Goals of MBA-ITB .............................. 2 Error: Reference source not found
. Learning Goals of T!is "ourse ......................... Error: Reference source not found
#. Learning $utco%es of T!is "ourse ................. Error: Reference source not found
&. T!e "ourse 'tructure ...................................... # Error: Reference source not found
(. T!e "ourse Plan .............................................. & Error: Reference source not found
). Lecturer Pro*le ................................................ + Error: Reference source not found
,. Grading ......................................................... 1 Error: Reference source not found
+. 'tudents Guidance ........................................ 1 Error: Reference source not found
1. References .................................................... 1 Error: Reference source not found
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Vision and Mission of MBA-ITB
Vision:
To /e A 0orld "lass Progra% of Master and Business Ad%inistration t!at
"reates Et!ical and Entrereneurial Leaders
Mission:
To educate and de3elo future leaders in /usiness
To de3elo sustaina/le education rogra% for /uilding !u%an
resource caacit4 needed for en!ancing industr4 co%etiti3eness in
Indonesia
.earning 6oa"s of M($82(In General5 T!e MBA-ITB6s learning goal is to de3elo students to !a3e t!e
follo7ing c!aracteristics: A 'trong co%etence in /usiness and tec!nolog4-/ased %anage%ent
as 7ell as decision %a8ing caa/ilities as de%onstrated /4 /usiness
leaders in t!e 7orld.
An et!ical leaders!i and rofessional %indset
An entrereneurial sirit /ot! as rofessionals and as entrereneurs.
A/ilit4 to %a8e decisions /ased on !u%an 3alues in a s4ste%ic and
integrated %anner so as to %eet t!e needs of t!e co%%unit4.
T!ere are t!ree rogra%s at MBA ITB Bandung ca%us 7it! seci*c
learning goals as follo7s:
$. oung Professiona"T!e learning goal of t!is rogra% is to /uild /usiness sensiti3it4 and/usiness ad%inistration 8no7ledge and s8ills re9uired to start career at%anagerial le3el.
(. 3reative and 3u"tura" !ntre)reneurshi) #33!%T!e learning goal of t!is rogra% is to teac! students a/out doing/usiness in creati3e and culture sectors and !o7 to %anage t!eir ne7/usiness in t!ese areas.
3. oung !ecutiveT!e learning goal of t!is rogra% to i%ro3e students6 agilit4 in decision%a8ing and to de3elo a !olistic 3ie7 of /usiness 7!ic! ena/les t!e% tolead a /usiness roect on a !ig!er le3el e;ecti3el4 in toda46s /usinessen3iron%ent.
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:.earning 6oa"s of his 3ourseT!e essential focus of t!is course is to /uild an understanding of decision-
%a8ing and negotiation rocesses. T!e course ro3ides guidances for
e;ecti3e decision %a8ing t!at a3oid co%%on %ista8es and !idden tras5
allo7ing students to de3elo insig!ts and understanding a/out t!e nature
of decision-%a8ing and negotiation5 t!roug! an introduction to a range of
rele3ant ideas5 issues and fra%e7or8s.
T!is course is foroung Professiona"students. It ai%s at teac!ing and
de3eloing t!e follo7ing co%etences:1. of a /usiness
rocess/. Tec!nical foundation in /usiness %anage%ent
i. A/ilit4 to understand decision %a8ing rocess?ii. Ability to use basic statistical tools (Probability*)iii. A/ilit4 to identif4 and anal4@e root causes of co%le
/usiness ro/le%?i3. A/ilit4 to anal4@e decisions in3ol3ing %ultile o/ecti3es?3. A/ilit4 to anal4@e decisions in3ol3ing %ultile criteria 7it!
aired co%arisons?3i. A/ilit4 to anal4@e decisions in3ol3ing uncertainties.
c. 'trategic designi. 'ol3ing decision ro/le%s in3ol3ing large nu%/er of factorsii. Al4ing si%ulation to t!e ro/le%s?
d. Leaders!ii. Ma8ing decisions in3ol3ing grous of indi3iduals.
2. a3ing %indset of an entrereneurial leader ina. "o%le Pro/le% sol3ing
i. Identif4ing and anal4@ing a conCict situation in /usiness/. Interacti3e Decision Ma8ing
i. I%le%enting negotiation 7it! ersecti3e of clai%ing 3alue
=7in lose>ii. I%le%enting negotiation 7it! ersecti3e of creating 3alue
=7in 7in>
;.earning utcomes of his 3ourse
After co%leting t!is course5 students 7ill /e a/le to ana"
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generating alternati3es5 and roosed so"utions to a com)"e
-usiness situation.
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'.he 3ourse StructurePlease dra7 a structure of co%etence /uilding in t!is course.
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A/ilit4 to anal4@e decisionand elain t!e 3ariet4 of
A/ilit4 to use negotiation
fra%e7or8 /ased on
A/ilit4 to
identif4 and
anal4@e root
causes of
A/ilit4 to anal4@e
decisions
in3ol3ing
A/ilit4 to
anal4@e
decisions
A/ilit4 to sol3e decision
ro/le%s in3ol3ing large
nu%/er of factors and al4
Elain and i%ro3e t!e co%etence instructuring ro/le%s /4 using decision
%a8ing and negotiation s8ills?
A/ilit4 to ana"
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5.he 3ourse P"anPlease *ll in t!e ta/le /elo7 7!ic! descri/es !o7 students are going to
attain seci*c co%etence as %entioned in t!e course structure a/o3e
and !o7 4ou6re going to e3aluate it.
>eek utcome#s% $ctivit
Reading:
- "!ater 1 inFener5 ". Tregoe5 B. =1++)>.The New RationalManager. PrincetonResearc! Press:Princeton
SN
(reak
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>eek utcome#s% $ctivit
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>eek utcome#s% $ctivit. Decision
Analysis for
Managementu!gment5 1-21
SN
(reak
Session : #09.'58.5%*
"ase of Del!i
Met!od
SN
>eek AMid erm
>eek ? A/ilit4
to understand
/asic of ga%et!eor4
A/ilit4 to
understand !o7to transfor%ro/le% intoga%es and itsstrateg4
Session #0?.00809.;0%*
To a3oid 'ilot!in8ing: 'odaGa%e
Kil%: Beautiful
Mind
Introduction to
Ga%e T!eor4
Avinash Dixit, Skeath andHeiley Jr.. Games ofStrategy, 2005
USP
(reak
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>eek utcome#s% $ctiviteek 0 Elain !o7 to
usedconfrontationanal4sis soft7areand !o7 toanal4@e t!eresults ofeeri%ent.
Al4 and
anal4@e a conCictro/le% fro% real7orld.
Session #0?.008
09.;0%* "onfrontation
Anal4sis=Dile%%a of"olla/oration>
"ase: Kil%
/eading*
"!. ( T!e 'iDile%%as5 1&-1)5 The "i#Dilemmas of$ollaboration% &nter'organisationalRelationshis asDrama5 Br4ant5 .5=2>.
USP
(reak
Session : #09.'58.5%*
Practicing
"onfrontationManager='oft7are ofDra%a T!eor4>
USP
>eek -
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>eek utcome#s% $ctivit
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@.ecturer ProB"e
Prof. Dr. Utomo Sarjono Putro!8mai"* utomoCs-m8it-.ac.id
Prof.Dr. Utomo Sarjono Putro recei3ed /ac!elor degree fro% undergraduate
stud4 rogra%5 Industrial Engineering Deart%ent of Engineering ITB on1++25
t!en on 1++& to 215 !e continued to Master and Doctoral rogra% at
Deartment of alue an! Decision "cience To+yo &nstitute of Technologyaan.
e u/lis!ed aers in se3eral international ournals5 suc! as &,,, Transaction
on "ystems Man an! $ybernetics "ystem Analysis Mo!eling "imulation and
"ystems Research an! -ehaioral "cience5 and also se3eral c!aters in Boo8s
u/lis!ed /4 'ringers.
is researc! interests include decision science5 s4ste% %odelling for olic4
de3elo%ent5 confrontation anal4sis5 negotiation5 ser3ice science and agent
/ased %odelling and si%ulation.
"urrentl45 !e is acti3e as an eert in President6s Deli3er4
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'!e !as also as a %e%/er of roect5 including researc! A7ard fro% 2& u to
no7 /4 DIFTI and LPPM ITB. er interest researc! is in Value "o-creation in
'er3ice '4ste% using Modeling and 'i%ulation.
A.6rading
Please %ention !o7 grading is deter%ined 7it!in t!is course. It s!ould /e/ased on t!e e3aluation 4ou seci*ed in t!e course lan a/o3e.
Ea%le:
2tem >eight
Indi3idual case assign%ents =Indi3idual5
su/%itted /efore class discussion>
2
'4ndicate case assign%ents =Grou5
su/%itted /efore class discussion>
1&
"lass articiation =Indi3idual> 1&
Mid Test =Indi3idualNDecision Ma8ing> 2&
Kinal Test =Indi3idualNJegotiation> 2&
$ 00
Jote:Hou %a4 also 7rite so%et!ing a/out !o7 4ou6re going to add students6
attitude or secial role in t!e class =e.g. class coordinator> into t!e *nal
grade. o7e3er5 it6s not eas4 to do t!at and 4ou !a3e to /e 3er4 clear
a/out it in order to a3oid co%laints fro% students.
?.Students 6uidance
In order to succeed5 students are ad3ised to do t!e follo7ings:1. Allocate suOcient ti%e for self-rearation2. Discuss concets and cases 7it! t!eir s4ndicate. Ela/orate ractical cases aart fro% cases gi3en#. a3e a roer notes of all lecture
&. "ontri/ute acti3el4 in t!e class
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9./eferencesPlease %ention %ain references t!at 4ou use in t!is course. Ma8e sure
t!at t!e4 are a3aila/le for students at MBA ITB li/rar4. If not suOcient5
lease as8 t!e li/rarian to order it for 4ou.
Main tet /oo8: Ba@er%an5 M.. =1++#5 t!ed.>. u!gment &n Managerial Decision Ma+ing. New
/or+% 0iley astie5 R. Da7es5 R. =215 2nd ed.>. Rational $hoice in an 1ncertain 0orl!.
The Psychology of u!gment an! Decision Ma+ing.$alifornia% "A2, Publications&nc.
Ba@er%an5 M.. 5 Jeale5 M.A. =1++2>. Negotiating Rationally. New /or+% 3ree
Press Br4ant5 .5 =2>. The "i# Dilemmas of $ollaboration% &nter'organisational
Relationshis as Drama5 o!n 0ile4 'ons Ltd.5 England. Gano5 D.L. =2)5 rd ed.>.Aollo Root $ause Analysis 4 A New 0ay of Thin+ing.
1"A Aollonian Publications 55$. Le7ic8i5 R. .5 Barr45 B5 'aunders5 D.M. =2)>. ,ssentials of Negotiation. #t!ed.
Boston5 MA: McGra7-ill5 2). T!o%son5 L. =2&> The Min! an! Heart of the Negotiator. rdedition. . 7D Negotiation. -oston Massachusetts% H-"
Press. Mal!otra5 D. Ba@er%an5 M.. =2,>. Negotiation 2enius. New /or+% H-"'
-antam -oo+s. o7ard5 J.5 "onfrontation Anal4sis: o7 to 0in $erations $t!er t!an 0ar5
""RP Pu/lication 'eries5 1+++. Br4ant5 .0.5 T!e 'i Dile%%as of "olla/oration: Inter-organi@ational
Relations!is as Dra%a5 o!n 0ile4 'ons5 2. A3inas! Diit and Barr4 Jale/u; : T!in8ing 'trategicall45 Jorton5 1++1
A3inas! Diit5 '8eat! and eile4 r.. Ga%es of 'trateg45 2&
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