Management Chapter Ten

A simple, routine manner for which a manager has an established decision rule.

A new, complex decision that requires a creative solution.

S timely decision that meets a desired objective and is acceptable to those individuals affected by it.

A logical step-by-step approach to decision making, with a thorough analysis of alternatives and their consequences.

A theory that suggests there are minits on how rational on desicion marker can actually be.

To select the first alternatives that is "good neough" because the costs in time and effort are too great to optimize.

Shortcuts in decision making that save mental activity.

A theory that contends that decisions in organizations are random and unsystematic.

The tendency to choose options that entail fewer risk and less uncertainty.

The tendency to continue to support a failing course of action.

An individual's preference for gathering information and escalating alternatives.

A fast, positive force in decision making that is utiized at a level behavior below consciousness and involves learned patterns of information.

A process influenced by individual and organizational factors that results in the production of novel and useful ideas, products, or both.

Decision making in which individuals who are affected by decisions influence the making of those decisions.

A positive force that occurs in groups when the group members stimulate new solutions to problems through the process of mutual influence and encouragement within the group.

Simple rules used to determine final group decisions.

A deterioration of mental efficiency, reality testing, and moral judgement resulting from pressures within the group.

The tendency for group discussion to produce shifts toward more extreme attitudes among members.

A technique for generating as many ideas as possible on a given subject, while suspending evaluation until all the ideas have been suggested.

A structured approach to a group decision making that focuses on generating alternatives and choosing one.

Gethring the judgements of experts for use in decision making.

A technique for preventing group-think in which a group or individual is given the role of critic during decision making.

A debate between two opposing sets of recommendations.