Mgmt Chapter 6

Front 1

Decision

Back 1

a choice made from available alternatives

Front 2

Decision making

Back 2

the process of identifying problems and opportunities then resolving them

Front 3

Programmed decisions

Back 3

situations that occur often enough to enable decision rules to be developed

Front 4

Nonprogrammed decisions

Back 4

made in response to situations that are unique, are poorly defined and largely unstructured.

Front 5

Three decision making models

Back 5

*Political
*Administrative
*Classical

Front 6

Classical Decision making model

Back 6

*based on economic assumptions
*considered to be normative
->defines how a decision maker should make a decision

Front 7

Assumptions of the Classical Decision making model

Back 7

*accomplishes goals that are known and agreed upon.
*strives for certainty by gathering complete information
*Criteria for evaluating alternatives are known
*Decision maker is rational and uses logic

Front 8

Administrative Decision making model

Back 8

*How managers actually make decisions in situations characterized by non-programmed decisions, uncertainty and ambiguity

Front 9

Assumptions of the Admin Model

Back 9

*Decision goals often vague, conflicting, lack consensus
*Mgrs often unaware of problems/opportunities that exist in org

Front 10

Political Decision making model

Back 10

*closely resembles the real environment in which managers and decision makers operate.
*Decisions are complex
*Disagreement and conflict over problems and solution are normal
*Coalition building is important

Front 11

Assumptions of the political Decision making model

Back 11

*Orgs made up of diverse groups w/ diverse interest, goals, ect
*info is ambiguous & incomplete