Term
|
Definition
| The ability to understand computers and use them to their best advantage |
|
|
Term
|
Definition
| The ability to gather, analyze, and use information for decision making and problem solving |
|
|
Term
|
Definition
| Raw facts and observations |
|
|
Term
|
Definition
| Data made useful for decision making |
|
|
Term
| Management with Analytics |
|
Definition
| Systematic gathering and processing of data to make it useful information |
|
|
Term
|
Definition
| Use to collect, organize, and distribute data for use in decision making |
|
|
Term
| Management Inofrmation Systems |
|
Definition
| Meet the information needs of managers in making daily decisions |
|
|
Term
|
Definition
| Identifying and taking action to resolve problems |
|
|
Term
|
Definition
| A choice among possible alternative course of actions |
|
|
Term
|
Definition
| A situation in which something is obviously wrong or has the potential to go wronog |
|
|
Term
|
Definition
| A situation that offers the chance for a better future if the right step are taken |
|
|
Term
|
Definition
| Approaches problems in a rational and alalytical fashion |
|
|
Term
|
Definition
| Approaches problems in a flexible and spontaneous fashion |
|
|
Term
| Multidimensional thinking |
|
Definition
| The ability to address many problems at once |
|
|
Term
|
Definition
| Focuses on Long-Term objectives while being flexible in dealing with short-term problems |
|
|
Term
|
Definition
| Straight-forward and clear with respect to information needs |
|
|
Term
|
Definition
| Applies a solution from past experience to a routine problem |
|
|
Term
|
Definition
| Have ambiguites and information deficiencies |
|
|
Term
|
Definition
| Applies a specific solution crafted for a unique problem |
|
|
Term
|
Definition
| Occurs when an unexpected problem arises that can lead to a disaster if not resolved quickly and appropriately |
|
|
Term
|
Definition
| Offers complete information on possible action alternatives and their consequences |
|
|
Term
|
Definition
| Lacks complete information but offers "probabilities" of the likely outcomes for possible action alternatives |
|
|
Term
|
Definition
| Lacks so much information to assign probabilities to the likely outcome of alternatives |
|
|
Term
|
Definition
| Begins with identification of a problem and ends with evaluation of implemented solutons |
|
|
Term
|
Definition
| Individuals comparing the cost and benefits of each potential course of action |
|
|
Term
|
Definition
| Describes decision making with complete information |
|
|
Term
|
Definition
| Choosing the alternative giving the absolute best solution to a problem |
|
|
Term
|
Definition
| Making decisions with the constraints of limited information and alternatives |
|
|
Term
| Behavioral Decision Model |
|
Definition
| Decision making with limited information and bounded rationality |
|
|
Term
|
Definition
| Chooses the first satisfactory alternatives that come to ones atterntion |
|
|
Term
| Lack-of-Participation-Error |
|
Definition
| Failure to involve in a decision the person who support is needed to implement it |
|
|
Term
|
Definition
| Test the ethics of a decision by exposing it to scrutiny through the eyes of family, community members, and ethical role models, |
|
|
Term
|
Definition
| Strategies for simplifing decision making |
|
|
Term
|
Definition
| Bases a decision on recent information or events |
|
|
Term
|
Definition
| Bases a decision on similarity to ther situations |
|
|
Term
| Anchoring and Adjustment Bias |
|
Definition
| Bases a decision on incremental adjustments from a prior decision point |
|
|
Term
|
Definition
| Trying to solve a problem in the context in which it is perceived |
|
|
Term
|
Definition
| Occurs when focusing only on information that confirms a decision already made |
|
|
Term
|
Definition
| The continuation of a course of action even though it is not working |
|
|
Term
|
Definition
| generation of a novel idea or unique approach that solves a problem of crafts an opportunity |
|
|
