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BCIT BUSA 2150 > BUSA Chapter 7 > Flashcards

BUSA Chapter 7 Flashcards

1
Q

The ability to understand new technologies and to use them to their best advantage

A

Technological competency

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2
Q

Technological competency

A

The ability to understand new technologies and to use them to their best advantage

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3
Q

Information competency

A

The ability to locate, gather, organize, and display information

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4
Q

The ability to locate, gather, organize, and display information

A

Information competency

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5
Q

Analytical competency

A

The ability to evaluate and analyze information to make actual decisions and solve real problems

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6
Q

The ability to evaluate and analyze information to make actual decisions and solve real problems

A

Analytical competency

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7
Q

Data

A

Raw facts and observations

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8
Q

Information

A

Data made useful and meaningful for decision-making

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9
Q

Raw facts and observations

A

Data

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10
Q

Data made useful and meaningful for decision-making

A

Information

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11
Q

Criteria of Data to Create Useful Information

A

Timely, high quality, complete, relevant, understandable

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12
Q

Data mining

A

The process of analyzing data to extract information not offered by the raw data alone

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13
Q

The process of analyzing data to extract information not offered by the raw data alone

A

Data mining

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14
Q

Business intelligence

A

The process of tapping or mining information systems to extract data that are most potentially useful for decision-makers

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15
Q

The process of tapping or mining information systems to extract data that are most potentially useful for decision-makers

A

Business intelligence

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16
Q

Five Vs of Data

A

Volume, variety, veracity, velocity, and value

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17
Q

Data visualization

A

Executive dashboards that visually display and update key performance metrics in the form of graphs, charts, and scorecards in real time

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18
Q

Executive dashboards that visually display and update key performance metrics in the form of graphs, charts, and scorecards in real time

A

Data visualization

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19
Q

Problem solvers

A

Willing to make decisions and try to solve problems, but only when forced into it by the situation

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20
Q

Willing to make decisions and try to solve problems, but only when forced into it by the situation

A

Problem solvers

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21
Q

Problem solving

A

The process of identifying a discrepancy between an actual and desired state of affairs, and then taking corrective action to resolve the problem

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22
Q

The process of identifying a discrepancy between an actual and desired state of affairs, and then taking corrective action to resolve the problem

A

Problem solving

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23
Q

Decisions

A

Choices among alternative possible courses of action

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24
Q

Choices among alternative possible courses of action

A

Decisions

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25
Q

Performance threat

A

Something is already wrong or has the potential to go wrong

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26
Q

Something is already wrong or has the potential to go wrong

A

Performance threat

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27
Q

Performance opportunity

A

Offers the chance for better future performance if the right steps are taken

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28
Q

Offers the chance for better future performance if the right steps are taken

A

Performance opportunity

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29
Q

Problem solvers

A

Willing to make decisions and try to solve problems, but only when forced into it by the situation

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30
Q

Willing to make decisions and try to solve problems, but only when forced into it by the situation

A

Problem solvers

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31
Q

Problem seekers

A

Constantly process information looking for problems to solve, even before they occur

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32
Q

Constantly process information looking for problems to solve, even before they occur

A

Problem seekers

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33
Q

Problem avoiders

A

Ignore information indicating a performance opportunity or threat

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34
Q

Ignore information indicating a performance opportunity or threat

A

Problem avoiders

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35
Q

Systematic thinking

A

Individuals approach problems using a rational, step-by-step, analytical process

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36
Q

Individuals approach problems using a rational, step-by-step, analytical process

A

Systematic thinking

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37
Q

Intuitive thinking

A

Quick and broad evaluation of the citation as well as possible alternative courses of action

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38
Q

Quick and broad evaluation of the citation as well as possible alternative courses of action

A

Intuitive thinking

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39
Q

Multidimensional thinking

A

An ability to view many problems simultaneously, in relationship to one another and across both long and short time horizons

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40
Q

An ability to view many problems simultaneously, in relationship to one another and across both long and short time horizons

A

Multidimensional thinking

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41
Q

Strategic opportunism

A

The ability to remain focused on long-term objectives while being flexible enough to resolve short-term problems and opportunities in a timely way

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42
Q

The ability to remain focused on long-term objectives while being flexible enough to resolve short-term problems and opportunities in a timely way

A

Strategic opportunism

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43
Q

Cognitive styles

A

The ways individuals deal with information while making decisions

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44
Q

The ways individuals deal with information while making decisions

A

Cognitive styles

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45
Q

Sensation thinkers

A

Tend to emphasize the impersonal rather than the personal and take a realistic approach to problem solving. They like hard facts, clear goals, certainty and situations of high control

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46
Q

Tend to emphasize the impersonal rather than the personal and take a realistic approach to problem solving. They like hard facts, clear goals, certainty and situations of high control

A

Sensation thinkers

47
Q

Intuitive thinkers

A

Are comfortable with abstraction and unstructured situations. they tend to be idealistic, prone toward intellectual and theoretical positions; they are logical and impersonal but also avoid details

48
Q

Are comfortable with abstraction and unstructured situations. they tend to be idealistic, prone toward intellectual and theoretical positions; they are logical and impersonal but also avoid details

A

Intuitive thinkers

49
Q

Sensation feelers

A

Tend to emphasize both analysis and human relations. They tend to be realistic and prefer facts; they are open communicators and sensitive to feelings and values

50
Q

Tend to emphasize both analysis and human relations. They tend to be realistic and prefer facts; they are open communicators and sensitive to feelings and values

A

Sensation feelers

51
Q

Intuitive feelers

A

Prefer broad and global issues. They are insightful and tend to avoid details, being comfortable with intangibles; they value flexibility and human relationships

52
Q

Prefer broad and global issues. They are insightful and tend to avoid details, being comfortable with intangibles; they value flexibility and human relationships

A

Intuitive feelers

53
Q

Structured problems

A

Familiar, straightforward, and have clear information needs

54
Q

Familiar, straightforward, and have clear information needs

A

Structured problems

55
Q

Programmed decisions

A

Use solutions or decision rules already available from experience

56
Q

Use solutions or decision rules already available from experience

A

Programmed decisions

57
Q

Unstructured problems

A

New or unusual situations characterized by ambiguities and information deficiencies

58
Q

New or unusual situations characterized by ambiguities and information deficiencies

A

Unstructured problems

59
Q

Nonprogrammed decisions

A

Novel solutions are specifically crafted to meet the demands of the unique situation at hand

60
Q

Novel solutions are specifically crafted to meet the demands of the unique situation at hand

A

Nonprogrammed decisions

61
Q

Crisis decisions

A

Unexpected problems that can lead to disaster if not resolved quickly and appropriately

62
Q

Unexpected problems that can lead to disaster if not resolved quickly and appropriately

A

Crisis decisions

63
Q

Certain environments

A

Complete factual information is available about possible alternative courses of action and their outcomes

64
Q

Complete factual information is available about possible alternative courses of action and their outcomes

A

Certain environments

65
Q

Risk environments

A

Facts and information on action alternatives and their consequences are incomplete

66
Q

Facts and information on action alternatives and their consequences are incomplete

A

Risk environments

67
Q

Uncertain environment

A

Few facts and information are so poor that managers are unable even to assign probabilities to the likely outcomes of alternatives

68
Q

Few facts and information are so poor that managers are unable even to assign probabilities to the likely outcomes of alternatives

A

Uncertain environment

69
Q

Decision-making process

A

AT ALL STEPS - CHECK ETHICAL REASONING
1. Identify and define the problem
2. Generate and evaluate alternative solutions
3. Choose a preferred course of action
4. Implement the decisions
5. Evaluate results

70
Q

Identify and define the problem

A
  • Problem cannot be too broad or narrow
  • Cannot focus on symptoms instead of causes
  • Cannot choose the wrong problem at a particular point in time
71
Q

Generate and evaluate alternative solutions

A

Avoid abandoning the search for alternatives and evaluating of their consequences too quickly

72
Q

Choose a preferred course of action

A
  • Classical decision model
  • Behavioral decision model
73
Q

Classical decision model

A

Manager acting rationally
(Optimizing decisions)

74
Q

Absolute best solutions to the problem

A

Optimizing decisions

75
Q

Optimizing decisions

A

Absolute best solutions to the problem

76
Q

Behavioral decision model

A

People act with only partial knowledge about the available action alternatives and their consequences
(Satisficing decisions, bounded rationality)

77
Q

Satisficing decisions

A

Choosing the first satisfactory alternative solution that comes to mind

78
Q

Choosing the first satisfactory alternative solution that comes to mind

A

Satisficing decisions

79
Q

Bounded rationality

A

Managerial decisions are rational only within the boundaries set by the available information and known alternatives, both are incomplete

80
Q

Managerial decisions are rational only within the boundaries set by the available information and known alternatives, both are incomplete

A

Bounded rationality

81
Q

Biggest problem in implementing the decisions

A

Lack-of-participation error

82
Q

At all steps of decision-making process

A

Ethical reasoning

83
Q

Heuristics

A

Strategies for simplifying decision-making

84
Q

Strategies for simplifying decision-making

A

Heuristics

85
Q

Framing error

A

Managers evaluate and resolve problems according to the context in which it is perceived (positively/negatively)

86
Q

Managers evaluate and resolve problems according to the context in which it is perceived (positively/negatively)

A

Framing error

87
Q

Availability bias

A

People access a current event or situation by using information that is “readily available” from memory

88
Q

People access a current event or situation by using information that is “readily available” from memory

A

Availability bias

89
Q

Representative bias

A

People access the likelihood of something happening based on it similarity to a stereotyped set of occurrences

90
Q

People access the likelihood of something happening based on it similarity to a stereotyped set of occurrences

A

Representative bias

91
Q

Anchoring and adjustment bias

A

Decisions are influenced by inappropriate deference to previous value or starting point

92
Q

Decisions are influenced by inappropriate deference to previous value or starting point

A

Anchoring and adjustment bias

93
Q

Confirmation error

A

Notice, accept, and seek out only information that confirms or is consistent with a decision made

94
Q

Notice, accept, and seek out only information that confirms or is consistent with a decision made

A

Confirmation error

95
Q

Escalating commitment

A

Deciding to increase effort and perhaps apply more resources to pursue a course of action that is not working

96
Q

Deciding to increase effort and perhaps apply more resources to pursue a course of action that is not working

A

Escalating commitment

97
Q

Creativity

A

Novel idea or unique approach to solving problems or exploiting opportunities

98
Q

Novel idea or unique approach to solving problems or exploiting opportunities

A

Creativity

99
Q

Big-C creativity

A

When extraordinary things are done by exceptional people

100
Q

When extraordinary things are done by exceptional people

A

Big-C creativity

101
Q

Little-C creativity

A

Average people come up with unique ways to deal with daily situations

102
Q

Average people come up with unique ways to deal with daily situations

A

Little-C creativity

103
Q

Design thinking

A

Experiencing, ideation, prototyping

104
Q

Experiencing, ideation, prototyping

A

Design thinking

105
Q

Personal creativity drivers

A

Task expertise, task motivation, creativity skills

106
Q

Task expertise, task motivation, creativity skills

A

Personal creativity drivers

107
Q

Situational creativity drivers

A

Task creativity skills, management support, organizational culture

108
Q

Task creativity skills, management support, organizational culture

A

Situational creativity drivers

109
Q

Integrative thinking

A

Process that seeks to understand the tension between two opposing ideas from which creative solutions can emerge

110
Q

Process that seeks to understand the tension between two opposing ideas from which creative solutions can emerge

A

Integrative thinking

111
Q

Core principles

A

Metacognition, empathy, creativity

112
Q

Metacognition, empathy, creativity

A

Core principles

113
Q

Essential stage of integrative thinking

A
  1. Articulate the models
  2. Examine the models
  3. Explore new possibilities
  4. Assess prototypes

BCIT BUSA 2150 (7 decks)

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