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19 Cards in this Set
- Front
- Back
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Progammed Decisions
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routine response to a common situation
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nonprogrammed Decision
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a response to a unique, unstructured situation
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classical model assumptions
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-known problem and precisely
-defined with complete info about alternative decisions -rational decision makers seek to maxize outcomes |
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administrative model
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-vague goals and/or conflictional objectives
- simplistical problems - incomplete evaluation - acceptions to solutions |
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Political Model
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-diversified groups with dif. priorities & goals
-incomplete and ambiguous info - compromising decisions |
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6 Decision-Making steps
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-Recognition of Decision Requirement
- Diagnosis & Analysis of Causes - Development of Alternatives -Selection of Desired Alternative -Implementation of Chosen Alternative -Evaluation & Feedback |
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Recognition of Decision Requirement
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Problem or opportunity is seen
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Diagnosis & Analysis of Causes
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what's happening and why?
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Development of Alternatives
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brainstorm a range of possible solutions
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Selection of Desired Alternative
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providing the best "fit"with decision criteria
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Implementation of Chosen Alternative
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Motivate parties to act on the decision
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Evaluation & Feedback
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Is it working, or do we need to change course
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Four Personal Decision Styles
[ABCD] |
-Directive
-Analytical - Conceptual - Behavioral |
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Dirctive
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simpoify problem and choose among limited alternatives
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Analytical
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gather enough data to consider complex solutions, logically.
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Conceptual
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Gather data, but discuss alternativs; seek creative solutions
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Behavioral
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seeks input and "feelings" from those affected by decision
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Why managers make BAD decisions
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Justify past decisions
Not seeing the entire picture Overconfidince |
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Brainstorming
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go for quantity aviod groupthink
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