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| discrepency or differance between the exsiting and desired state of affairs |
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| makeing a choice between two alternatives |
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| the factors that are relavent or important to the problem |
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| choosing an alternative that is "good enough" |
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| defining an organizations goals |
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| desired outcomes. they provide direction andare the foundation of planning. also called objectives |
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| tells the decision maker what they can or cant do. simple to follow. ensures consistentcy |
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| is a guide line for the decision maker to follow when there is a structured problem |
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| makeing a decision that is value maxamizing, effective and consistent |
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| when the decision maker is limited on his ability to process info. ussually because it is impossible for him to analyze all of the info. about all the alternatives |
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| straight forward, familiar, easily defined. a programmed decision will hand it. |
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| unfamiliar, new, unusual. handles by a non programmed decision which is unique and custome made. |
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| not common. the decision maker is certain on what the outcome of every alternative |
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| more common. when the decision maker is able to only estimate what the outcome of the alternatives will be |
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| rule of thumb, used to suimplify decisions |
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| increasing commitment to a decision despite evidence that it could be wriong, rather than admiting your wrong and finding a new solution |
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| the goals are set at the top of the organization and then broken down into sub goals for each organizational level. |
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| inegrated network of goals. accomplishing the goals at one level so you can achieve the goals at the next level. |
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| specific performance goals are determined by the employees and the manager, goals are periodically reviewed. |
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| Characteristics of a well designed goal |
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Definition
written in terms of outcomes rather than actions
measurable and quantifiable
clear time frame
challenging but attainable
written down
communicated to everyone
management reflection |
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Term
| stratigic management process |
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Definition
identiy current mission, and objectives
conduct an internal analaysis . S.W.
exernal analysis. O.T.
formulate strategies
implement strategies
evaluate results |
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| Organizational strategies |
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Corporate stategy- evauluates what business a company should be in or wants to be in.
growth strategy- seeking to increase the organizations business by expanding into new products and markets |
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| combining operations with another competiro in the same industy to increase competivie streghts ad lower competitoin among rivals |
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| expanding by merging with firms in defferant but related industries that are stategic fits. |
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| stratigic bussiness unit - a single business owned by a company that owns many businesses. this is talkig about the strategies of the single business. |
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| whats included in a mission statement |
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Definition
| customers, markets, concern for survival, philosphy, public image, technology, cocern for employees |
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Term
| THE decision Making Process! (8) |
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Definition
identify a problem
identify decision criteria
allocate weights to the criteria
develop alternatives
analyze alternatives
select an alternative
implement the alternative
evaluate the decision effctiveness |
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Term
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Definition
directive
analytic
CONCEPTUAL
behavioral |
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Term
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Definition
review the organizaions mission statement
evaluate available resourcees
determin the goal individually or with input from others
write downthe goals and communicate them to all who need to know
review reesults ad whether goals are being met |
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| reduces uncertainty, forces managers to look ahead and aticipate change |
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| specific, measurable, attainable, relevant, timed |
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Definition
apply to the entire organization
establish the overall goals
cover extended periods of time
positon the organization in terms of its enviroment |
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Definition
| flexible plans that set out general guidelines , provide focus, yet allow discretioni in implementation |
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| ongoing plans that provide guidance for activites performed repeatedly |
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| Groups are better at making decions than individuals because |
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Definition
differnt knwledge skill and abilites and expierence
leads to more ideas
more commitment to make nthe chosen solution work |
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