Z302 Chapter 9 Vocab

Front 1

a choice made from available alternatives

Back 1

decision

Front 2

the process of identifying problems and opportunities and then resolving them

Back 2

decision making

Front 3

a decision made in response to a situation that has occurred often enough to enable decision rules to be developed and applied in teh future

Back 3

programmed decision

Front 4

a decision made in response to a situation that is unique, is poorly defined and largely unstructured, and has important consequences for the organization

Back 4

nonprogrammed decision

Front 5

the situation in which all the information the decision maker needs is fully available

Back 5

certainty

Front 6

a situation in which a decision has clear-cut goals and good information is available, but the future outcomes associated with each alternative are subject to chance

Back 6

risk

Front 7

the situation that occurs when managers know which goals they wish to achieve, but information about alternatives and future events is incomplete

Back 7

uncertainty

Front 8

a condition in which the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to degine, and information about outcomes is unavailable

Back 8

ambiguity

Front 9

a decision-making model based on the assumption that managers should make logical decisions that will be in the organization's best economic interests.

Back 9

classical model

Front 10

an approach that degines how a decision maker should make decisions and provides guidelines for reaching an ideal outcome for the organization

Back 10

normative

Front 11

a decision-making model that describes how managers actually make decisions in situations characterized by nonprogammed decisions, uncertainty, and ambiguity

Back 11

administrative model

Front 12

the concept that people have the time and gocnitive ability to process only a limited amount of information on which to base decisions

Back 12

bounded rationality

Front 13

to choose the first solution alternative that satisfies minimal decision criteria, regardless of whether better solutions are presumed to exist

Back 13

satisficing

Front 14

an approach that describes how managers actually make decisions rather than how they should

Back 14

descriptive

Front 15

the immediate comprehension of a decision situation based on past experience but without conscious thought.

Back 15

intuition

Front 16

an informal alliance among managers who support a specific goal

Back 16

coalition

Front 17

a situation in which organizational accomplishments have failed to meet established goals

Back 17

problem

Front 18

a situation in which managers see potential organizational accomplishments that exceed current goals

Back 18

opportunity

Front 19

the step in the devision-making process in which managers analyze underlying causal factors associated with the decision situation

Back 19

diagnosis

Front 20

the willingness to udertake risk with the opportunity of gaining an increased payoff

Back 20

risk propensity

Front 21

the step in the decision-making process that involves using managerial, administrative, and persuasive abilities to translate the chosen alternative into action

Back 21

implementation

Front 22

differences among people with respect to how they perceive problems and make decisions

Back 22

decision styles

Front 23

a model designed to help managers gauge the amount of subordinate participation in decision making

Back 23

vroom-jago model

Front 24

a technique that uses a face-to-face group to spontaneously suggest a broad range of alternatives for decision making

Back 24

brainstorming

Front 25

bringing people together in an interactive group over a computer network to suggest alternatives; sometimes called brainwriting

Back 25

electronic brainstorming

Front 26

continuing to invest time and resources in a failing decision

Back 26

escalating commitment

Front 27

a decision-making technique in which an individual is assigned the role of challenging the assumptions and assertions made by the group to prevent premature consensus

Back 27

devil's advocate

Front 28

a decision-making technique in which people are assigned to express competing points of view

Back 28

point-counterpoint