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21 Cards in this Set
- Front
- Back
Decision-Making
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The process of identifying and solving problems
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Two major stages of decision making
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Problem Identification
Problem Solution |
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Programmed decisions (4)
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rational model
made before clear procedures exist alternatives can be clearly specified |
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Rational Choice Decision Making Cycle
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Monitor decision environment
Define decision problem Specify decision objectives Diagnose the problem Develop alternative solutions Evaluate the alternatives Choose best alternative Implement chosen alternative |
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Nonprogrammed Decisions (4)
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Unusual
Poorly defined Difficult to define the problem Hard to ascertain if a solution will solve the problem |
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Bounded Rationality
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Pay attention to different things at different times
Limited time, info, resources Organizational and personal constraints Decision-makers therefore satisfice |
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Satisfice
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Choose a final solution that is 'good enough'
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Four types of organizational decision-making processes
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Management science
Carnegie model Incremental decision process Garbage can model |
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Management Science (4)
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The analog to the rational method
Original application was in the military Useful when the variables can be identified and measured Cannot convey informal cues or account for tacit knowledge |
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Carnegie Model
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Uncertainty and conflict
Lead to Coalition formation Search and create a solution Satisficing (adopt first alternative that is acceptable to the coalition |
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Incremental Decision Process Model
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Identification Phase:
Recognition & Diagnosis Development Phase: Search & Screen, Design Selection Phase: Judgment, Bargaining, Analysis, Evaluation, Authorization During all points during the stages, interrupts can occur |
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Garbage Can Model
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Organizations function as organized anarchies where problematic preferences, unclear cause-and-effect relationships, and turnover are prevalent
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Decisions are outcomes made of intersections of (4)...
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Problems
Potential Solutions Participants Choice Opportunities |
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Consequences of Garbage Can Process
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Solutions may be proposed when problems don't exist
Choices are made without solving problems Problems may persist without being solved A few problems are solved |
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Two contingencies a decision approach depends on
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Problem consensus and technical knowledge
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Problem consensus
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The agreement among managers about the nature of a problem and about which goals and outcomes to pursue
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Technical knowledge
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Understanding and agreement about how to solve problems and reach organizational goals
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Certain knowledge, certain consensus...
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Management science
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Certain knowledge, uncertain problem consensus...
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Carnegie Model
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Uncertain knowledge, certain problem consensus...
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Incremental decision process
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Uncertain knowledge, uncertain problem consensus
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Carnegie & incremental can lead to garbage can
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