Term
| What is a programmed decision. |
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Definition
| A simple, routine matter for which a manager has an established decision rule. |
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Term
| What are the characteristics of a non-programmed decision. |
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Definition
| Unique, unstructured situation and requires considerable judgment. |
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Term
| Initial and final step in the decision making process is: |
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Definition
Initial Step - Recognize the problem and the need for a decision
Final Step - Follow up |
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Term
| The rational model of decision is defined as: |
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Definition
| A logical, step-by-step approach to decision making, with a thorough analysis of alternatives and their consequences |
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Term
| The decision maker strives to do what in the rational model. |
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Definition
| Strives to optimize, that is, to select the best possible alternative. |
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Term
| Under the bounded rationality model of problem solving and decision making how do manager make decisions. |
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Definition
1. Managers select the first alternative that is satisfactory
2. Managers recognize that their conception of the world is simple.
3. Managers are comfortable making decisions without determining all the alternatives
4. Managers make decisions by rules of thumb or heuristics. |
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Term
| An application question of bounded rationality model. |
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Definition
| Does the bounded rationality model portray more realistically the managerial decision process? |
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Term
| Heuristics is defined as: |
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Definition
| Shortcuts in decision making that save mental activity. |
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Term
| The three reasons why managers may hang on to a losing course of action or escalate their commitment? |
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Definition
Optimism and control. Some people are overly optimistic and overstate the likelihood that positive things will happen to them.
Other people operate under an illusion of control - that they have special skills to control the future that other people don’t have.
Some individuals "throw good money after bad" They think "well I've invested this much. . . What's a few dollars more" |
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Term
| What are the explanations for escalation of commitment. Failure to notice a course of action is wrong is defined as: |
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Definition
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Term
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Definition
| the tendency to continue to support a failing course of action. |
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Term
| Research indicates that women are: |
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Definition
| More averse to risk taking than men and that older, more experienced managers are more risk averse than younger managers |
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Term
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Definition
| an individual's preference for gathering information and evaluating alternatives. |
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Term
| The right side of the brain is best used for which type of activity or decision? |
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Definition
The right side is the center for creative functions.
Intuition - a fast, positive force in decision making that is utilized at a level below consciousness and involves learned patterns of information. |
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Term
| The research by Henry Mitzberg regarding intuition and managerial roles suggest that |
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Definition
| In many cases managers do not appear to use a systematic, step-by-step approach to decision making. Rather managers make judgments based on "hunches". |
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Term
| Agor, a researcher on intuition, suggests techniques used by managers to tap into their intuition: |
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Definition
| Agor suggests relaxation techniques, using images to guide the mind, and taking creative pauses before making a decision. |
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Term
| The stage of creativity where one engages in other activities while the mind considers the problem is: |
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Definition
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Term
| Ways to encourage employee creativity are: |
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Definition
| Companies can encourage creativity by exposing employees to new ideas through job rotation. |
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Term
| Research has indicated that creative performance is highest when: |
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Definition
| There is a match, or fit, between the individual and organizational influences on creativity. |
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Term
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Definition
| Keeps us from generating creative alternatives to a decision or problem |
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Term
| Responsive creativity is defined as: |
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Definition
| Responding to a problem that is presented to you by others because it is part of your job. |
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Term
| A shortcoming or liability of the group process in decision making is: |
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Definition
| Groupthink - a deterioration of mental efficiency, reality testing, and moral judgment resulting from pressures within the group. |
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Term
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Definition
| a deterioration of mental efficiency, reality testing, and moral judgment resulting from pressures within the group. |
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Term
| Group polarization results in: |
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Definition
| The tendency for group discussion to produce shifts toward more extreme attitudes among members |
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Term
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Definition
| A debate between two opposing sets of recommendations |
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Term
| When to apply dialectical injury? |
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Definition
| Important to guard against a win-lose attitude and to concentrate on reaching the most effective solution for all concerned. |
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Term
| What are characteristic of quality teams? |
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Definition
| Quality teams are generated from the top down and are empowered to act on their own recommendations. |
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