Chapter 5: Management Test 1

-Programmed: Routine, virtually automatic decision making that follows established rules or guidelines -Non-Programmed: Nonroutine decision making that occurs in response to unusual, unpredictable opportunities and threats

1. Recognize the need for a decision 2. Generate Alternatives 3. Assess Alternatives 4. Choose Among Alternatives 5. Implement the Chosen Alternative 6.

Learn From Feedback

One major source of poor decision making is groupthink. Afflicted decision makers collectively embark on a dubious course of action without questioning the assumptions that underlie their decisions. Managers can improve the quality of a group decision making by using techniques such as devil's advocacy and dialectal inquiry and by increasing diversity in the decision making group

-Organizational learning helps managers increase their ability to make nonprogrammed decisions that will allow them to adapt to, modify, and even drastically alter their task environment so they can continually increase organizational performance. Creativity helps managers in creative thinking and problem -solving

Entrepreneurs start ventures of their own

The process by which managers respond to opportunities and threats by analyzing options and making determinations about specific organizational goals and courses of action

Critical analysis of a preferred alternative, made in response to challenges raised by a group member who, playing the role of the devil's advocate, defends unpopular or opposing alternatives for the sake of the argument

The process through which managers seek to improve employees desire and ability to understand and manage the organization and its task environment

A decision makers ability to discover original and novel ideas that lead to feasible alternative courses of action

Classical Decision Making: -A perspective model of decision making -Can identify and evaluate all possible alternatives and their consequences -rationally choose the most appropriate Administrative Decision Making: -An approach to decision making that explains why decision makin gis inherently uncertain and risky and why managers usually make satisfactory rather than optimum decisions

Happens because the full range of decision-making alternative is unknowable in most situations and the consequences are uncertain

-Legal? -Ethical? -Economical? -Practical?

-Superior to individual decision making (Always??) -Choices less likely to fall victim to bias -Able to draw on combined skills of group members -improve ability to generate feasible alternatives -Allows managers to process more information -Managers affected by decision agree to cooperate

Groups tend to pay more attention to information the group members hold in common rather than to information just one person (or a few people) know.

An organization in which managers try to maximize the ability of individuals and groups to think and behave creatively and thus maximize the potential for organizational learning to take place 1. Develop Personal Mastery 2. Build complex, challenging mental models 3. Promote team learning 4. Build shared vision 5.

Encourage systems thinking

-opportunity and freedom to generate new ideas -opportunity to experiment and learn from mistakes -No punishment for ideas that seem outlandish -Constructive feedback

-Brainstorming -Production Blocking -Nominal Group Technique -Delphi Technique

Entrepreneur: -An individual who notices opportunities and decides how to mobilize resources necessary to produce new and improved goods and services Intrapreneur: -A manager, scientist, or researcher who works inside an organization and notices opportunities to develop new or improved products and better ways to make them