Term
| Bounded Rationality Perspective |
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Definition
| 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. |
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Term
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Definition
| organizational decision making involving many managers and a final choice based on a coalition among those managers. |
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Term
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Definition
| an alliance among several managers who agree through bargaining about organizational goals and problem priorities. |
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Term
| Contingency Decision-Making Framework |
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Definition
| a perspective that brings together the two organizational dimensions of problem consensus and technical knowledge about solutions. |
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Term
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Definition
| 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. |
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Term
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Definition
| persisting in a course of action when it is failing; occurs because managers block or distort negative information and because consiscency and persistence are valued in contemporary society. |
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Term
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Definition
| describes the pattern or flow of multiple decisions within an organization. |
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Term
| High-Velocity Environments |
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Definition
| industries in which competitive and technoIogical change is so extreme that market data is either unavailable or obsolete, strategic windows open and shut quickly, and the cost of a decision error is company failure. |
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Term
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Definition
| the adoption of a decision tried elsewhere in the hope that it will work in the present situation. |
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Term
| Incremental Decision Process Model |
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Definition
| describes the structured sequence of activities undertaken from the discovery of a problem to its solution. |
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Term
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Definition
| an innovative, creative solution that is not reached by logical means. |
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Term
| Intuitive Decision Making |
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Definition
| the use of experience and judgment rather than sequential logic or explicit reasoning to solve a problem. |
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Term
| Management Science Approach |
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Definition
| organizational decisionmaking that is the analog to the rational approach by individual managers |
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Term
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Definition
| novel and poorly defined, these are used when no procedure exists for solving the problem. |
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Term
| Organizational Decision Making |
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Definition
| the organizational process of identifying and solving problems. |
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Term
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Definition
| extremely organic organizations characterized by highly uncertain conditions. |
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Term
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Definition
| a decision-making technique that divides decision makers into two groups and assigns them different, often competing responsibilities. |
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Term
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Definition
| the agreement among managers about the nature of problems or opportunities and about which goals and outcomes to pursue. |
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Term
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Definition
| 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. |
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Term
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Definition
| repetitive and well-defined procedures that exist for resolving problems. |
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Term
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Definition
| understanding and agreement about how to solve problems and reach organizational goals. |
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Term
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Definition
| the decision-making stage in which alternative courses of action are considered and one alternative is selected and implemented. |
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Term
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Definition
| occurs when managers look around in the immediate environment for a solution to resolve a problem quickly. |
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Term
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Definition
| a process of decision making that stresses the need for systematic analysis of a problem followed by choice and implementation in a logical sequence. |
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Term
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Definition
| the acceptance by organizations of a satisfactory rather than a maximum level of performance. |
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