Reading...
Play button
Play button
Use LEFT and RIGHT arrow keys to navigate between flashcards;
Use UP and DOWN arrow keys to flip the card;
H to show hint;
A reads text to speech;
36 Cards in this Set
- Front
- Back
|
ability to understand computers and to use them to their best advantage
|
Computer competency
|
|
|
ability to gather, analyze, and use information for decision making and problem solving
|
information competency
|
|
|
raw facts and observations
|
data
|
|
|
data made useful for decision making
|
information
|
|
|
involves systematic gathering and processing of data to make it as useful as information
|
management with analytics
|
|
|
use IT to collect, organize, and distribute data for use in decision making
|
information systems
|
|
|
meet the information needs of managers in making daily decisions
|
management information
|
|
|
involves identifying and taking action to resolve problems
|
problem solving
|
|
|
choice among possible alternative courses of action
|
decision
|
|
|
is a situation in which something is obviously wrong or have potential to go wrong
|
performance threat
|
|
|
is a situation that offers the chance for a better future if the right steps are taken
|
performance opportunity
|
|
|
straightforward and clear with respect to information needs
|
structured problems
|
|
|
applies a solution from past experience to a routine problem
|
programmed decision
|
|
|
have ambiguities and information deficiencies
|
unstructured problems
|
|
|
applies a specific solution crafted for a unique problem
|
nonprogrammed decision
|
|
|
occurs when an unexpected problem arises that can lead to disaster if not resolved quickly and appropriately
|
crisis decision
|
|
|
offers complete information on possible action alternatives and their consequences
|
certain environment
|
|
|
lacks complete information but offers "probabilities" if the likely outcomes for the possible action alternatives
|
risk environments
|
|
|
lacks so much information that it is difficult to assign probabilities to the likely outcomes of alternatives
|
uncertain environment
|
|
|
begins with the identification of a problem and ends with evaluation of implemented solutions
|
decision-making process
|
|
|
describes decision making with complete information
|
classical decision making
|
|
|
chooses the alternative giving the absolute best solution to a problem
|
optimizing decision
|
|
|
involves comparing the costs and benefits of each potential course of action
|
cost-benefit analysis
|
|
|
describes making decisions within the constraints of limited information and alternatives
|
bounded rationality
|
|
|
describes decision making with limited information and bounded rationality
|
behavioral decision model
|
|
|
chooses the first satisfactory alternative that comes to one's attention
|
satisficing decision
|
|
|
is failure to involve in a decision the persons whose support is needed to implement it
|
lack-of-participation error
|
|
|
test the ethics of a decision by exposing it to scrutiny through the eye of family, community members, and ethical role models
|
spotlight questions
|
|
|
are strategies for simplifying decision making
|
heuristics
|
|
|
bases a decision on recent information or events
|
availability bias
|
|
|
bases a decision on similarity to other situations
|
representativeness bias
|
|
|
bases a decision on incremental adjustments from a prior decision point
|
anchoring and adjustment bias
|
|
|
is trying to solve a problem in the context in which it was perceived
|
framing errors
|
|
|
occurs when focusing only on information that confirms a decision already
|
confirmation errors
|
|
|
is the continuation of a course of action even though it is not working
|
escalating commitment
|
|
|
is the generation of a novel idea or unique approach that solves a problem or crafts an opportunity
|
creativity
|
