management 6-7

a chioce from two or more alternatives

an obstacle that makes achieving a desiered goal or purpose difficult

criteria that define what's important or relevant in resolving a problem

• identify the problem
• identify decision criteria
• allocate weights to the criteria
• develop alternatives
• analyis alternatives
• selc an alternative
• implement alternative
• evaluate decission effectivenes

a type of decision making in which the choices are logical and consistent and maximize value

decision makeing that is rational but limitedby an individuals ability to process information

to accept solutions that are good enough

an increassed commitment to a previous decision despice the evidence that it may have been a poor decision

making decisions on the baisis of experience, feelings, and accumulated judgment

a streightforward, familiar, and easlily defined problem

the repetitive decision that can be handled using a routine approach

a series of sequential steps used to respond to a well-structured problem

an explicit statement that tell managers what can or can not be done

a guide line for making decisions

a problem that is new or unusuall and for which information is ambiguous or incomplet

a uniq

a unique nonreocurring decision that requires a custom made solution

a situation in which a decision maker can make accurate decisions because all outcomes are known

a situation in which the decision maker is able to estimate the likelihood of a certain outcome

a situation in which the desion maker has neither certainty nor resonable probability estimates available

IT sofware that provides key performance indicators to help managers monitor efficiency of projects and employees. Also known as corporate performance managemnt software

a decision style characterized by a persons preference for using external data and facts and processing this information through rational, logical thinking

a decision style characterized by a person's prefernce for internal sources of information and processing this infomation with internal insights, feelings, and hunches

rules of thumbs that managers use to simplify decision making

defining an organizations goal, establishing as strategy to achieve those goals, and developing plans to intergrate and coordinate work activities

desiered outcomes or target

documents that outline how goals are going to be meet

official statement of what an organization says, and what it whants its various stakeholders to believe its goals are

goals that an organization actually persues, as defined by the actions of its memebers

plans that apply to an entire organization and establish the organizations overall goals

plans that encompas a partecular operational are of an organization

plans with a time frame beyond 3 years

plans covering 1 year or less

plans that clearly define and leave no room for interpretation

plans that are flexible and that set out general guidelines

a 1 time plan specifically designed to meet the needs of a unique situation

ongoing palns that provide guidance for activities perfomed repeatedly

an approach to setting goals in which top managers set goals that flow down through the organization and become sub goals for each organizational area

an integrated network of goals in which the accomplishment of goals at one level serves as the means for acheiving the goals, or ends at the next level

a process of setting mutually agreed upon goals and using those goals to evaluate employee perfomance

a statement of the purpose of an organization

a concept which says that plans should extend far enough to meet the commitments made when the plans were developed

a group of planning specialists whose sole responsability is helping to write organizational plans