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Management > Chapter 11 - Communication and Decision Making > Flashcards

Chapter 11 - Communication and Decision Making Flashcards

1
Q

Linking Processes

A

Used to help coordinate the work in a foodservice operation toward its goal.
Decision Making, Communication, and Balance.

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2
Q

Decision Making

A

The selection of a course of action from a variety of alternatives.

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3
Q

Communication

A

The vehicle whereby decisions and other information are transmitted.

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4
Q

Balance

A

managements ability to maintain organizational stability.

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5
Q

Decision Making Primary Stages

A

Define the problem, Identify and analyze possible courses of action, selection of a particular course of action.

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6
Q

Programmed decision making

A

Follow established policies and procedures. Made by lower manager and employees.

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7
Q

Decisions made by lower level management and employees

A

Programmed decisions

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8
Q

Non programmed decisions

A

Unique, have little or no precedent. Unstructured and require a more creative approach.

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9
Q

Organizational Decisions

A

Non programmed decisions related to the purpose, objectives, and activities of the organization.

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10
Q

Personal Decisions

A

Non programmed decisions concerned with the managers individual goals. These may affect the organization.

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11
Q

Decision making process

A
  • Recognise and Define Problem
  • Identify Alternatives
  • Evaluate Alternatives
  • Select the Best Alternatives
  • Implement Chosen Alternatives
  • Evaluate Outcome
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12
Q

Conditions of Certainty

A

Decision maker has adequate information to assure results.

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13
Q

Conditions of risk

A

Various probability techniques are helpful in making decisions. Managers are faced with the probability that any one o several things may occur.

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14
Q

Conditions of Uncertainty

A

When the occurrence of future events cannot be predicted.

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15
Q

Decision making techniques

A
  • Decision Trees
  • Cost-Benefit
  • Cost Effectiveness
  • Networks
  • Linear Programming
  • Game Theory
  • Queuing Theory
  • Simulation
  • Artificial Intelligence
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16
Q

Decision Trees

A

A primary decision that has at least two alternatives to be evaluated. The probability of each outcome is ascertained, along with its monetary value.

17
Q

Linear Programming

A

Useful in determining an optimal combination of resources to obtain a desired objective.

18
Q

Game Theory

A

Simulated decision situation portraying the actions of an opponent.

19
Q

Queuing Theory

A

Balances the cost of waiting lines against the cost of preventing them by expanding facilities.

20
Q

Artificial Intelligence

A

A computer program that attempts to duplicate the thought processes of experienced decision makers.

21
Q

Group Decision Making

A

used because managers frequently confront situations in which they must seek information and elicit judgements from other people.
Problems usually complex, solutions require specialized knowledge.

22
Q

Individual Decision Making

A

Managers can make decisions themselves using information available to them.

23
Q

Combination Decision Making

A

Managers can make decisions after consulting with others.

24
Q

Interacting Group Decision Making

A

members discuss, argue, and agree upon the best alternative.

25
Q

Delphi Group Decision Making

A

Structured technique for generating creative and innovative alternatives or ideas.

26
Q

Focus Group

A

qualitative information gathering method.

27
Q

Advantages of group decision making

A
  • more information and knowledge are available.

- Groups can generate more alternatives.

28
Q

Disadvantages of Group Decision Making

A
  • Groupthink

- Risky shift

29
Q

Communication Process

A

When the sender wants to transmit information to the receiver, The sender has a message, an idea, a fact, or some other information to transit to someone.

  • Sender message
  • Message meaning encoded
    -Transmitted through channels influenced by noise
  • Message meaning decoded
    =Receiver understanding on message
    *Feedback throughout.
30
Q

Techniques for improved communication

A
  • Feedback
  • Use many channels of communicating
  • Face to face communication
  • Sensitivity to receiver (avoid red flag words)
  • Awareness of symbolic meanings
  • Careful timing reinforcing words with action
  • Simple language
  • Repetition.
31
Q

Characteristics influencing organizational communication

A
  • Formal Channels
  • Authority Structure
  • Job Specialization
  • Information Management
32
Q

Formal Channels

A

(Characteristic Influencing Organizational Communication)

- May inhibit the flow on information between levels in the organization.

33
Q

Authority Structure

A

(Characteristic Influencing Organizational Communication)
- Status and power differences among members of an organization may lead to strained politeness and content and accuracy may be affected.

34
Q

Job Specialization

A

(Characteristic Influencing Organizational Communication)

- Facilitates communication within work groups which may lead to jargon and frequent development of group cohesiveness.

35
Q

Information Ownership

A

(Characteristics Influencing Organizational Communication)
- Unique information and knowledge about one’s job may be viewed as a form of power for those who possess it, making them unwilling to share the information with others.

36
Q

Balance

A

Linking Process, managerial adaptations to changing economical, political, social and technological conditions.

37
Q

Collective Bargaining

A

is a group of employees that bargain as a group with their employer regarding wages, hours, benefits and other terms and conditions of employment

Management (4 decks)

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