Term
| bounded rationality perspective |
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Definition
| how decisions are made when time is limited, a large number of internal and external factors affect a decision, and the problem is ill-defined |
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Term
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Definition
| organizational decision making involving many managers and a final choice based on a coalition among those managers |
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Term
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Definition
| an alliance among several managers who agree through bargaining about organizational goals and problem priorities |
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Term
| contingency decision-making framework |
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Definition
| a perspective that brings taught the two organizational dimensions of problem consensus and technical knowledge about solutions |
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Term
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Definition
| a process of recognizing and admitting mistakes and allows managers and organizations to acquire the experience and knowledge to perform more effectively in the future |
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Term
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Definition
| persisting in a course of action when it is failing; occurs because managers block or distort negative information and because consistency and persistence are value in contemporary society |
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Term
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Definition
| model that describes the pattern or flow of multiple decisions within an organization |
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Term
| high-velocity environments |
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Definition
| industries in which competitive and technological change is so extreme that market data are either unavailable or obsolete, strategic windows open and shut quickly, and the cost of a decision error is company failure |
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Term
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Definition
| the adoption of a decision tried elsewhere in the hope that it will work in the present situation |
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Term
| incremental decision process model |
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Definition
| a model that describes the structure sequence of activities undertaken from the discovery of a problem to its solution |
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Term
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Definition
| an innovative, creative, solution that is not reached by logical means |
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Term
| intuitive decision making |
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Definition
| the use of experience and judgement, rather than sequential logic or explicit reasoning, to solve a problem |
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Term
| management science approach |
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Definition
| organizational decision making that is the analogue to the rational approach by individual managers |
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Term
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Definition
| novel and poorly defined, these are made when no procedure exists for solving the problem |
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Term
| organizational decision making |
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Definition
| the organizational process of identifying and solving problems |
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Term
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Definition
| extremely organic organizations characterized by highly uncertain conditions |
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Term
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Definition
| a decision-making technique that divides decision makers into two groups and assigns them different, often competing, responsibilities |
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Term
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Definition
| the agreement among managers about the nature of problems or opportunities and about which goals and outcomes to pursue |
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Term
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Definition
| the decision-making stage in which information about environmental and organizational conditions is monitored to determine if performance is satisfactory and to diagnose the cause of shortcomings |
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Term
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Definition
| the decision-making stage in which alternative courses of action are considered and one alternative is selected and implemented |
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Term
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Definition
| when managers look around in the immediate environment for a solution to resolve a problem quickly |
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Term
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Definition
| repetitive and well-defined procedures that exist for resolving problems |
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Term
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Definition
| a process of decision making that stresses the need for systematic analysis of a problem followed by choice and implementation in a logical sequence |
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Term
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Definition
| the acceptance by organizations of a satisfactory rather than a maximum level of performance |
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Term
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Definition
| understanding and agreement about how to solve problems and reach organizational goals |
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