• Shuffle
    Toggle On
    Toggle Off
  • Alphabetize
    Toggle On
    Toggle Off
  • Front First
    Toggle On
    Toggle Off
  • Both Sides
    Toggle On
    Toggle Off
  • Read
    Toggle On
    Toggle Off

Card Range To Study



Play button


Play button




Click to flip

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;

11 Cards in this Set

  • Front
  • Back
Decision making
identifying and choosing solutions that lead to a desired state of affairs
**The Rational Model

proposes that managers use a logical four-step approach to decision making.

<b>4 Steps</b>
Identify the Problem or opportunity

Generate alternative solutions

Evaluate alternatives and select a solution

Implement and evaluate the solution chosen
Non-rational models
<b>Attempt to explain how decisions are actually made</b>

Decision making is uncertain

Decision makers do not possess complete information

Difficult for managers to make optimal decisions
Evidence-based decision making (EBDM)
Represents a process of conscientiously using the best available data and evidence when making managerial decisions

<b>5 Steps</b>
Identify the problem or opportunity

Gather internal evidence or data about the problem and evalue its relevance and validity

Gather external evidence bout the problem from published research

Consider Stakeholders views and consequences

Integrate and appraise all data then make a decision
Seven Implementation Principles
Treat your organization as an unfinished prototype

No brag, just facts

See yourself and your organization as others do

Evidence-based management is not just for senior executives

Like everything else, you still need to sell it

If all else fails, slow the spread of bad practice

The best diagnostic question: what happens when people fail?
<b>Decision Making Styles</b>
Tolerance for Ambiguity x Value Orientation

Review Fig. 10-3



Dual Model of Intuition

Review the figure... it's ridiculous
Review Fig. 10-4
process of using intelligence, imagination, and skill to develop a new or novel product, object, process, or thought
Ethical Decision Tree
Fig. 10-5
Group Involvement
<b>Minority Dissent</b>
extent to which group members feel comfortable disagreeing with other group members, and a group’s level of participation in decision making
Review Table with <b>Advantages & Disadvantages of Group-aided Decision Making</b>
Greater Pool of Knowledge

Increased Perspectives

Greater Comprehension

Increased Acceptance

Training Ground

Social Pressure

Domination by vocal few