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ICPM > 1 7 Decision Making > Flashcards

1 7 Decision Making Flashcards

0
Q

nonprogrammed decisions

A

Decisions required for unique and complex management problems

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1
Q

programmed decisions

A

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

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2
Q

decisions

A

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

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3
Q

9 steps of the Rational decision making process

A
  • 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
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4
Q

3 factors that lead to difficulties in identifying the problem

A
  • 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
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5
Q

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

A

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

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6
Q

Method for consideration of causes

A

5 why’s

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7
Q

4 criteria to evaluate pros and cons of alternative solutions

A
  • legality
  • ethics
  • economic feasibility
  • practicality. are capabilities and resources needed available without threatening other projects or operations
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8
Q

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

A

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

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9
Q

devil’s advocate

A

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

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10
Q

solution selection

A

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

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11
Q

administrative decision making - bounded rationality approach

A

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.

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12
Q

satisfying decision

A

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

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13
Q

When does intuitive decision making takes place?

A
  • 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
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14
Q

4 behavioral influences on decision making

A

values
propensity for risk
potential for dissonance
escalation of commitment

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15
Q

7 decision making traps axcording to Paul c Nutt

A

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

16
Q

values

A

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

17
Q

why decision makers make unethical choices?

A
  • 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
18
Q

cognitive dissonance

A

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

19
Q

How can you reduce dissonance?

A

by admitting a mistake was done

20
Q

Mistakes to reduce dissonance

A
  • 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
21
Q

escalation of commitment

A

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

22
Q

decision making
individual vs group

Establishing goals and objectives

A

groups because of greater amount of knowledge

23
Q

decision making
individual vs group
Identifying causes and developing alternative solutions

A

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

24
Q

decision making
individual vs group
evaluating alternative solutions

A

collective judgement of group

25
Q

decision making
individual vs group

solution selection

A

group consensus usually results in more risk acceptance

26
Q

decision making
individual vs group

implementation and follow up

A

implementation and follow up necessarily rest with individual manager

27
Q

creativity

A

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

28
Q

Common characteristics of creative decision makers

A

perseverance
risk taking propensity
openness
tolerance of ambiguity

29
Q

tips for becoming more creative

A
  • 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
30
Q

brainstorming

A

The generation of ideas in a group through non critical discussion

31
Q

brainstorming basic rules

A
  • no idea is too ridiculous
  • each idea belongs to the group
  • no ideas can be critizied
32
Q

Issues that decrease brainstorming efficiency

A
  • 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
33
Q

delphi technique

A

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

34
Q

nominal group technique

A

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

ICPM (10 decks)

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