Term
| Non Programmed Decisions- |
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Definition
A new complex decision that requires a creative
solution. The decision is unique and unstructured and requires considerable
judgment |
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Definition
A simple routine matter for which a manager has an
established decision rule. The manager performs the decision activity on a
daily basis |
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| is a major part of input for nonprogrammed decisions knowing without knowing |
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| Identification of the real problem is important- |
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Definition
otherwise the manager may be
reacting to symptoms. |
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| Selecting the “best” alternative |
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Definition
| Selecting the alternative that minimally meets the decision criteria |
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Once the decision is made feedback concerning the outcomes is vital to
determine success or missed opportunity |
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Definition
| Never ending process. Solutions may need to be altered or revised |
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A timely decision that meets a desired objective and is acceptable to those
individuals affected by it. |
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Definition
THE OUTCOME WILL BE COMPLETELY RATIONAL
THE DECISION MAKER IS AWARE OF ALL THE POSSIBLE ALTERNATIVES
THE DECISION MAKER CAN CALCULATE THE PROBAITY OF SUCCESS FOR
EACH ALTERNATIVE |
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Term
| In the rational model the decision maker strives to |
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Definition
OPTIMIZE, that is to select the
best possible alternative |
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Term
| Given the assumptions of the rational model, |
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Definition
it is unrealistic because there are
time constraints and limits to knowledge and information processing capabilities. |
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Term
| BOUNDED RATIONALITY THEORY |
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Definition
| developed by Herbert Simon |
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Term
| BOUNDED RATIONALITY THEORY |
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Definition
Managers are comfortable making decisions without determining all the
alternatives |
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Definition
realistically portrays the management decision process
Managers make decisions by rules of thumb (GUT DECISIONS) OR
HEURISTICS |
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Definition
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Definition
An individual’s preference for gathering information and
evaluating alternatives. |
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Definition
| The tendency to continue to support a failing course of action |
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Term
| Deal with Escalation of Commitment by |
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Definition
1-Split responsibility for decisions
2-Provide a graceful exit for individuals so their image is not tarnished
3-Have groups rather than individuals make the initial investment decision
diffuses responsibility for failed decision |
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Term
| Z-Model of problem solving has four steps on of them being |
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Definition
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Definition
| An individual’s preference for gathering information and evaluating alternatives. |
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Term
| The left side of your brain is |
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Definition
| the center for logic, detail and planning |
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Term
| The right side of your brain is |
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Definition
| the center for creative functions |
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Term
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Definition
develop by setting goals for completing tasks, and work
to attain these goals |
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Definition
develop by asking “what if” questions.
Ideal is Brain Lateralized |
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Definition
| Craft a vision-Plan strategically |
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Definition
fast, positive force in decision making utilized at a level below
consciousness, involves learned patterns of information. |
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Definition
| Appears to be a positive force in decision making it is fast |
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Definition
in his research found that managers do not appear to use a step by
step approach to decision making based on intuition |
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Term
| Four stages of the creative process name two |
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Definition
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Term
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Definition
is a process of reflective thought and is often conducted
subconsciously. SLEEP ON IT |
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Definition
occurs when you sense a resolution to the problem “a
light bulb goes on” |
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Term
| People with a “Positive Mental Attitude |
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Definition
were more successful for creative
problem solving. |
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Term
| Organizational influences |
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Definition
| Can either support creativity or impede efforts. Creative organizations include supportive relationships with supervisors flexible workplace and participative decision making |
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Term
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Definition
| need to develop competencies in the ability to promote creativity in organizations |
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Term
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Definition
1-Responsive
2-Expected
3-Contributory
4-Proactive |
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Term
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Definition
Responding to problems that is presented to you by others because it
is part of your job |
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Definition
| A positive force that occurs in groups when group members stimulate new solutions to problems through the process of mutual influence and encouragement within the group |
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Definition
The group support
whatever position is taken by the majority of its members. Studies show that
it is most often used in judgment task (that is when a decision is a matter of
preference or opinion) |
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Definition
predicts that the correct decision will
emerge as an increasing number of members realize its appropriateness. Used best when the decision has a correct answer |
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Definition
| time is a disadvantage of using this |
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Definition
| A deterioration of mental efficiency, reality testing and moral judgment resulting from pressure within the group |
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Definition
| The tendency for group discussion to produce shifts toward more extreme attitudes among members |
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Term
| group think is more likely to occur when |
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Definition
| a decision must be made quickly, |
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Term
A recent review of the decision situation in the Challenger incident
identified which two variables as being important to the groupthink phenomena |
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Definition
| Leadership style and time constraints |
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Term
| one of seven Symptoms of Groupthink |
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Definition
| Illusion of Unanimity (The majority view and judgments are assumed to be unanimous) |
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Term
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Definition
| The leader should avoid stating preferences and expectations at the outset |
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Term
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Definition
Once a consensus is reached, encourage the group to rethink its position by
reexamining the alternatives, welcome dissent. |
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Definition
| reduces apprehension and overcomes two common problems that can produce group brainstorm failure (production blocking and evaluation apprehension) |
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Definition
| occurs when listening to others, individuals are distracted from their own ideas |
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Definition
| the fear that others might respond negatively to their ideas. |
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Term
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Definition
A structured approach to group decision making that focuses on generating
alternatives and choosing one.
1-Silently list ideas
2-Record on a chart
3-Discussion limited to clarify ideas only
4-A written vote is taken |
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Definition
| is valuable in its ability to generate a number of independent judgments without the requirement of a face to face meeting. |
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Definition
| is an antidote for groupthink in self-managed teams |
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Definition
Involves learned patterns of behavior
Decisions made on “hunches”
Gut Instinct |
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