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34 Cards in this Set
- Front
- Back
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Programmed decisions
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decisions encountered and made before, having objectively correct answers and solvable by rules.
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Non programmed decisions
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New, novel, complex decisions having no proven answers
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typical decision maker for Programmed Decisions
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Lower- Level managers
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typical decision maker for non programmed decisions
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Top-Level
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Certainty
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state that exists when decision makers have accurate and comprehensive information
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Uncertainty
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state that exists when decision makers have insufficient information
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Risk
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state that exists when a probability of success is less than 100 percent
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Conflict
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opposing pressures from different sources, occurring on the level of psychological conflict or of conflict between individuals or groups
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decision makers experience psychological conflict when
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1. several options seem attractive
2. No options seem attractive |
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The decision making process has ___ stages
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6
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Decision making steps
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1. Identifying and diagnosing problem
2. generating alternative solutions 3.Evaluating alternatives 4.Making Choice 5.Implementing Decision 6.Evaluating Decision |
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Problem
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Discrepancy between current state or condition and what is desired
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opportunity
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a chance to achieve a more desirable state than the current one
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Ready made solutions
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ideas that have been tried before. ex: (following advice from others)
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Custom made ideas
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new, creative solutions designed specifically for the problem.
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Brainstorming
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group members generate as many ideas about a problem as they can.
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contingency plans
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alternative courses of action that can be implemented based on how the future unfolds.
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4 characteristics of managerial decisions
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1. risk
2.uncertainty 3.lack of structure 4.conflict |
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Groupthink
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occurs in decision making process when group members avoid disagreements as they strive for a consensus
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Goal Displacement
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a condition that occurs when a group loses sight of its original goal and a new, less important goal emerges
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advantages of group decisions
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-more info
-more perspectives -stronger commitment to decision |
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cognitive conflict
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issue based differences in perspectives or judgements
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affective conflict
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emotional disagreement directed toward other people
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Devils advocate
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a person who must criticize ideas to ensure that their downsides are fully explored
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dialectic
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structured debate comparing 2 conflicting courses of action
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Brainstorming
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a process in which group members generate as many ideas about a problem as they can;criticism is withheld until all ideas have been proposed
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Models of organizational decision processes do what.
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Describe how managers actually make consequential decisions
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Herbert Simon developed
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bounded rationale
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bounded rationale
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a less than perfect form of rationality in which decision makers cannot be perfectly rational because decisions are complex and complete information is unavailable or cannot be fully processed
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according to bounded rationale a decision maker has insufficient _____
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1.time
2.resources 3.information 4.cognitive ability |
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incremental model of decision making
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major solutions arise through a series of smaller decisions
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coalition model
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groups with differing preferences use power and negotiation to influence decisions
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garbage can model
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depicting a chaotic process and seemingly random decisions
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non-rational decision escalation
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tendency to increase commitment to a previously selected course of action even after significant evidence reveals that the decision was incorrect
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