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programmed decision
Chapter 10
satisfice
Chapter 10
nonprogrammed decision
Chapter 10
heuristics
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effective decision
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escalation of commitment
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rationality
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cognitive style
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bounded rationality
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risk aversion
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To select the first alternative that is “good enough,”
because the costs in time and effort are too great to
optimize.
A simple, routine matter for which a manager has an
established decision rule.
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Chapter 10
Shortcuts in decision making that save mental activity.
A new, complex decision that requires a creative
solution.
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Chapter 10
The tendency to continue to support a failing course of
action.
A timely decision that meets a desired objective and is
acceptable to those individuals affected by it.
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Chapter 10
An individual’s preference for gathering information
and evaluating alternatives.
A logical, step-by-step approach to decision making,
with a thorough analysis of alternatives and their
consequences.
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Chapter 10
The tendency to choose options that entail fewer risks
and less uncertainty.
A theory that suggests that there are limits to how
rational a decision maker can actually be.
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Chapter 10
intuition
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group polarization
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creativity
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brainstorming
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synergy
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nominal group technique (NGT)
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social decision schemes
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devil’s advocacy
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groupthink
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dialectical inquiry
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The tendency for group discussion to produce shifts
toward more extreme attitudes among members.
A fast, positive force in decision making that is utilized
at a level below consciousness and involves learned
patterns of information.
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Chapter 10
A technique for generating as many ideas as possible
on a given subject, while suspending evaluation until
all the ideas have been suggested.
A process influenced by individual and organizational
factors that results in the production of novel and
useful ideas, products, or both.
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Chapter 10
A structured approach to group decision making that
focuses on generating alternatives and choosing one.
A positive force that occurs in groups when group
members stimulate new solutions to problems through
the process of mutual influence and encouragement
within the group.
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Chapter 10
A technique for preventing groupthink in which a
group or individual is given the role of critic during
decision making.
Simple rules used to determine final group decisions.
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Chapter 10
A debate between two opposing sets of
recommendations.
A deterioration of mental efficiency, reality testing, and
moral judgment resulting from pressures within the
group.
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Chapter 10
quality circle
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quality team
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participative decision making
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A small group of employees who work voluntarily on
company time, typically one hour per week, to address
work-related problems such as quality control, cost
reduction, production planning and techniques, and
even product design.
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A team that is part of an organization’s structure and
is empowered to act on its decisions regarding product
and service quality.
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Decision making in which individuals who are affected
by decisions influence the making of those decisions.
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