 |
1 | |
| |
The process by which managers respond to opportunities and threats by analyzing options and making determinations about specific organizational goals and courses of action.
|
|
|
2 | |
| |
Routine, virtually automatic decision making that follows established rules or guidelines.
|
|
|
3 | |
| |
Nonroutine decision making that occurs in response to unusual, unpredictable opportunities and threats.
|
|
|
4 | |
| |
A prescriptive approach to decision making based on the idea that the decision maker can identify and evaluate all possible alternatives and their consequences and rationally choose the most suitable course of action.
|
|
|
5 | |
| |
The most appropriate decision in light of what managers believe to be the most desirable future consequences for their organization.
|
|
|
6 | |
| |
An approach to decision making that explains why decision making is an inherently uncertain and risky process and why managers usually make satisfactory rather than optimum decisions.
|
|
|
7 | |
| |
Cognitive limitations that constrain one’s ability to interpret, process, and act on information.
|
|
|
8 | |
| |
Information that can be interpreted in multiple and often conflicting ways.
|
|
|
9 | |
| |
Searching for and choosing acceptable, or satisfactory, ways to respond to problems and opportunities, rather than trying to make the best decision.
|
|
|
10 | |
| |
Ability to make sound decisions based on past experience and immediate feelings about the information at hand.
|
|
|
11 | |
| |
Ability to develop a sound opinion based on one’s evaluation of the importance of the information at hand.
|
|
|
12 | |
| |
Rules of thumb that simplify decision making.
|
|
|
13 | |
| |
Errors that people make over and over again and that result in poor decision making.
|
|
|
14 | |
| |
A cognitive bias resulting from the tendency to base decisions on strong prior beliefs even if evidence shows that those beliefs are wrong.
|
|
|
15 | |
| |
A cognitive bias resulting from the tendency to generalize inappropriately from a small sample or from a single vivid case or episode.
|
|
|
16 | |
| |
A source of cognitive bias resulting from the tendency to overestimate one’s own ability to control activities and events.
|
|
|
17 | |
| |
A source of cognitive bias resulting from the tendency to commit additional resources to a project even if evidence shows that the project is failing.
|
|
|
18 | |
| |
Decisions that protect the environment, promote social responsibility, respect cultural differences, and provide an economic benefit.
|
|
|
19 | |
| |
The process through which managers seek to improve employees’ desire and ability to understand and manage the organization and its task environment.
|
|
|
20 | |
| |
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.
|
|
|
21 | |
| |
A decision maker’s ability to discover original and novel ideas that lead to feasible alternative courses of action.
|
|
|
22 | |
| |
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.
|
|
|
23 | |
| |
The implementation of creative ideas in an organization.
|
|
|
24 | |
| |
Raw, unsummarized, and unanalyzed facts.
|
|
|
25 | |
| |
Data that are organized in a meaningful fashion.
|
|
|
26 | |
| |
The means by which information is acquired, organized, stored, manipulated, and transmitted.
|
|
|
27 | |
| |
Frequently updated information that reflects current conditions.
|
|
|
28 | |
| |
Electronic systems of interconnected components designed to collect, process, store, and disseminate information to facilitate management decision making, planning, and control.
|
|
|
29 | |
| |
Changes in meaning that occur as information passes through a series of senders and receivers.
|
|
|
30 | |
| |
A management information system designed to handle large volumes of routine, recurring transactions.
|
|
|
31 | |
| |
A management information system that gathers, organizes, and summarizes comprehensive data in a form that managers can use in their nonroutine coordinating, controlling, and decision-making tasks.
|
|
|
32 | |
| |
An interactive computer-based management information system with model-building capability that managers can use when they must make nonroutine decisions.
|
|
|
33 | |
| |
A management information system that employs human knowledge captured in a computer to solve problems that ordinarily require human expertise.
|
|
|
34 | |
| |
Web-based services including everything from managing supply chains and human resources, to data storage and digital content creation.
|
|
.