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programmed decision Chapter 10 satisfice Chapter 10 nonprogrammed decision Chapter 10 heuristics Chapter 10 effective decision Chapter 10 escalation of commitment Chapter 10 rationality Chapter 10 cognitive style Chapter 10 bounded rationality Chapter 10 risk aversion Chapter 10 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. Chapter 10 Chapter 10 Shortcuts in decision making that save mental activity. A new, complex decision that requires a creative solution. Chapter 10 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. Chapter 10 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. Chapter 10 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. Chapter 10 Chapter 10 intuition Chapter 10 group polarization Chapter 10 creativity Chapter 10 brainstorming Chapter 10 synergy Chapter 10 nominal group technique (NGT) Chapter 10 social decision schemes Chapter 10 devil’s advocacy Chapter 10 groupthink Chapter 10 dialectical inquiry Chapter 10 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. Chapter 10 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. Chapter 10 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. Chapter 10 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. Chapter 10 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. Chapter 10 Chapter 10 quality circle Chapter 10 quality team Chapter 10 participative decision making Chapter 10 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. Chapter 10 A team that is part of an organization’s structure and is empowered to act on its decisions regarding product and service quality. Chapter 10 Decision making in which individuals who are affected by decisions influence the making of those decisions. Chapter 10