Sport Management: Chapter 6

Front 1

Opportunity

Back 1

-situation that, when acted upon, could benefit the organization

Front 2

Problem

Back 2

-situation that that reduces or could reduce the effectiveness of the organization

Front 3

Classical Model of Decision Making

Back 3

1. define the problem
2. generate all possible alternatives
3. evaluate all alternatives
4. select the best alternative

Front 4

Programmed Decision

Back 4

-decision made by applying all decision rules in response to reoccurring situations or problems

Front 5

Non Programmed Decision

Back 5

-decision made in a unique situation and poorly defines
-tend to have more significance

Front 6

Rationality in Decision Making

Back 6

-refers to the selection of the best means to achieve a goal
-NOT the selection of the goal itself

Front 7

Economic Parson Model

Back 7

1. objectives are clear and agreed
2. problems are clearly identified
3. managers gains full information on alternatives
4. criteria for evaluation can be determined
5. decision makers will make logical decisions

Front 8

Administrative Person Model

Back 8

1. define the problem
2. set minimally acceptable criteria
3. generate a few alternatives
4. evaluate alternatives one at a time
5. select the first alternative that meets the criteria

Front 9

Implicit Favorite Model

Back 9

1. define the problem
2. identify the implicit favorite
3. set decision criteria to favor implicit favorite
4. select the implicit favorite

Front 10

Participative Decision Model Advantages

Back 10

-higher rationality
-better understanding of decisions
-broader ownership of decisions

Front 11

Participative Decision Making Disadvantages

Back 11

-take more time
-leader may have more info already

Front 12

Decision Styles

Back 12

1. Decide (least group)
2. Consult Individually
3. Consult Group
4. Facilitate
5. Delegate (most group)