1 7 Decision Making

Question 0

nonprogrammed decisions

Answer 0

Decisions required for unique and complex management problems

Question 1

programmed decisions

Answer 1

Situations in which specific procedures have been developed for repetitive and routine problems

Question 2

decisions

Answer 2

A means to achieve some result or to solve some problems. The outcome of a process that is influenced by many forces

Question 3

9 steps of the Rational decision making process

Answer 3

• Establish goals and objectives and measure results
• Problem identification & definition
• Establish priorities
• Consideration of causes
• Development of alternative solutions
• Evaluation of alternative solutions
• Solution selection
• Implementation
• Follow up

Question 4

3 factors that lead to difficulties in identifying the problem

Answer 4

• perceptual problems. negative info may be selectively perceived in such a way as tondistort true meaning or it may be ignored
• Defining problems in term if solutions. Jumping to conclusions
• Identifying symptoms as problems

Question 5

3 issues to determine problem significance in order to establish priorities?

Answer 5

Urgency. Relates to time
Impact. Related to seriousness of the problem’s effects
Growth tendency. Addresses future considerations

Question 6

Method for consideration of causes

Answer 6

5 why’s

Question 7

4 criteria to evaluate pros and cons of alternative solutions

Answer 7

• legality
• ethics
• economic feasibility
• practicality. are capabilities and resources needed available without threatening other projects or operations

Question 8

The alternative-outcome relationship is based on 4 possible conditioms, what are they?

Answer 8

certainty
uncertainty
risk. decision maker has some probable estimate of the outcome of each alternative

Question 9

devil’s advocate

Answer 9

An appointed critic of proposed group actions whose intent is to uncover underlying issues with the prevailing direction if the group

Question 10

solution selection

Answer 10

Optimal solutions often are impossible. decision maker is a satisfier selecting alternative that meets an acceptable (satisfactory) standard

Question 11

administrative decision making - bounded rationality approach

Answer 11

This approach assumes that decision making is not a perfectly rational process, but rather one that is fraught with constrains and limitations. Though nit optimal, decisions are thought to be satisfactory and acceptable.

Question 12

satisfying decision

Answer 12

decision that is acceptable and good enough, but if everything where perfect it might not be the perfect solution

Question 13

When does intuitive decision making takes place?

Answer 13

• high levels of uncertainty about problem, goals, and decision criteria
• there is no history or past experience to draw upon
• time pressures are intense
• excessive # if alternatives difficult to thoroughly analyze

Question 14

4 behavioral influences on decision making

Answer 14

values
propensity for risk
potential for dissonance
escalation of commitment

Question 15

7 decision making traps axcording to Paul c Nutt

Answer 15

1 failing to understand people’s concerns and competing claims
2 overlooking people’s interests and commitments
3 defining expectations in an unclear manner
4 limiting the search for alternatives and remedies
5 misusing evaluations of possible alternatives
6 ignoring or downplaying ethical questions
7 neglecting to analyze the results to understand what work and didn’t work

Question 16

values

Answer 16

the guidelines and beliefs that a person uses when confronted with a situation in which a choice must be made

Question 17

why decision makers make unethical choices?

Answer 17

• They feel pressure to perform exceptionally well
• Since everybody us doing it they have to remain competitive
• Practice if being secretive and non reveling is considered important in some organizations
• Fail to take responsibility for problems
• Focus con cost vs safety when there’s a choice

Question 18

cognitive dissonance

Answer 18

Mental state of anxiety that occurs when there is a conflict among individual’s various cognition( ex attitudes and beliefs) after decision has been made

Question 19

How can you reduce dissonance?

Answer 19

by admitting a mistake was done

Question 20

Mistakes to reduce dissonance

Answer 20

• seek information that supports wisdom of decision
• selectively perceive(distort) info in a way that supports their decision
• adopt a leas favorable view of the forgone alternative
• minimize importance of the negative aspects of the decision and exaggerate the importance of the positive aspects

Question 21

escalation of commitment

Answer 21

An increasing adherence to a previous decision when a rational decision maker would withdraw

Question 22

decision making
individual vs group

Establishing goals and objectives

Answer 22

groups because of greater amount of knowledge

Question 23

decision making
individual vs group
Identifying causes and developing alternative solutions

Answer 23

individual efforts of team members to ensure broad search in various functional areas

Question 24

decision making individual vs group evaluating alternative solutions

Answer 24

collective judgement of group

Question 25

decision making individual vs group solution selection

Answer 25

group consensus usually results in more risk acceptance

Question 26

decision making individual vs group implementation and follow up

Answer 26

implementation and follow up necessarily rest with individual manager

Question 27

creativity

Answer 27

Process by which an individual, group, or team produces novel and useful ideas to solve a problem or capture an opportunity

Question 28

Common characteristics of creative decision makers

Answer 28

perseverance risk taking propensity openness tolerance of ambiguity

Question 29

tips for becoming more creative

Answer 29

- get out of the office - be childlike - be a maverick - sit on the other side of the room.Break your routime - ask what if questions - listen

Question 30

brainstorming

Answer 30

The generation of ideas in a group through non critical discussion

Question 31

brainstorming basic rules

Answer 31

- no idea is too ridiculous - each idea belongs to the group - no ideas can be critizied

Question 32

Issues that decrease brainstorming efficiency

Answer 32

- social loafing, team members diesn't work as hard - conformity. if fear of critic - idea production blocking, if wait for turn and forgets - downward norm setting. if not eell facilitated lowest performing members rend to pull down overall perf

Question 33

delphi technique

Answer 33

method of decision making that compares anonymous judgements on a topic of interest through a set of sequential questionnaires

Question 34

nominal group technique

Answer 34

Method of decision making that occurs in a highly structured meeting; group decision is based on mathematical assessment of votes