Chapter 12

Question 1

bounded rationality perspective

Answer 1

How decisions are made when time is limited, a large number of internal and external factors affect a decision, and the problem is ill-defined (p. 434)

Question 2

Carnegie model

Answer 2

Organizational decision making involving many managers and a final choice based on a coalition among those managers (p. 445)

Question 3

coalition

Answer 3

An alliance among several managers who agree through bargaining about organizational goals and problem priorities (p. 445)

Question 4

contingency decision-making framework

Answer 4

A perspective that brings together the two organizational dimensions of problem consensus and technical knowledge about solutions (p. 458)

Question 5

decision learning

Answer 5

A process of recognizing and admitting mistakes that allows managers and organizations to acquire the experience and knowledge to perform more effectively in the future (p. 462)

Question 6

escalating commitment

Answer 6

Persisting in a course of action when it is failing; occurs because managers block or distort negative information and because consistency and persistence are valued in contemporary society (p. 463)

Question 7

garbage can model

Answer 7

Model that describes the pattern or flow of multiple decisions within an organization (p. 453)

Question 8

high-velocity environments

Answer 8

Industries in which competitive and technological change is so extreme that market data are either unavailable or obsolete, strategic windows open and shut quickly, and the cost of a decision error is company failure (p. 461)

Question 9

imitation

Answer 9

The adoption of a decision tried elsewhere in the hope that it will work in the present situation (p. 460)

Question 10

incremental decision process model

Answer 10

A model that describes the structured sequence of activities undertaken from the discovery of a problem to its solution (p. 447)

Question 11

inspiration

Answer 11

An innovative, creative solution that is not reached by logical means (p. 460)

Question 12

intuitive decision making

Answer 12

The use of experience and judgment, rather than sequential logic or explicit reasoning, to solve a problem (p. 439)

Question 13

management science approach

Answer 13

Organizational decision making that is the analog to the rational approach by individual managers (p. 443)

Question 14

nonprogrammed decisions

Answer 14

Novel and poorly defined, these are made when no procedure exists for solving the problem (p. 433)

Question 15

organizational decision making

Answer 15

The organizational process of identifying and solving problems (p. 433)

Question 16

organized anarchy

Answer 16

Extremely organic organizations characterized by highly uncertain conditions (p. 453)

Question 17

point–counterpoint

Answer 17

A decision-making technique that divides decision makers into two groups and assigns them different, often competing, responsibilities (p. 462)

Question 18

problem consensus

Answer 18

The agreement among managers about the nature of problems or opportunities and about which goals and outcomes to pursue (p. 457)

Question 19

problem identification

Answer 19

The decision-making stage in which information about environmental and organizational conditions is monitored to determine if performance is satisfactory and to diagnose the cause of shortcomings (p. 433)

Question 20

problem solution

Answer 20

The decision-making stage in which alternative courses of action are considered and one alternative is selected and implemented (p. 433)

Question 21

problemistic search

Answer 21

When managers look around in the immediate environment for a solution to resolve a problem quickly (p. 446)

Question 22

programmed decisions

Answer 22

Repetitive and well-defined procedures that exist for resolving problems (p. 433)

Question 23

rational approach

Answer 23

A process of decision making that stresses the need for systematic analysis of a problem followed by choice and implementation in a logical sequence (p. 434)

Question 24

satisficing

Answer 24

The acceptance by organizations of a satisfactory rather than a maximum level of performance (p. 446)

Question 25

technical knowledge

Answer 25

Understanding and agreement about how to solve problems and reach organizational goals (p. 458)