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Org. Bvr. Ch. 14
Organizational Behavior 13e chapter 14
| Term | Definition |
|---|---|
| Decision Making | Defining problems, gathering information, generating alternatives, and choosing a course of action. |
| Certainty | The condition under which individuals are fully informed about a problem, alternative solutions are known, and the results of each solution are known. |
| Risk | The condition under which individuals can define a problem, specify the probability of certain events, identify alternative solutions, and state the probability of each solution leading to a result. |
| Probability | The percentage of times that a specific result would occur if an individual were to make the same decision a large number of times. |
| Objective Probability | The likelihood that a specific result will occur, based on hard facts and numbers. |
| Subjective Probability | The likelihood that a specific result will occur, based on personal judgement. |
| Uncertainty | The condition under which an individual does not have the necessary information to assign probabilities to the outcomes of alternative solutions. |
| Bounded Rationality | Describes the limitations of rationality and emphasizes the decision making processes often used by individuals or teams. |
| Satisficing | The tendency to select an acceptable, rather than an optimal, goal or decision. |
| Acceptable | Easier to identify and achieve, less controversial, or otherwise safer than the best alternative. |
| Escalating Commitment | A process of continuing or increasing the allocation of resources to a course of action even though a substantial amount of feedback indicates that the choice made is wrong. |
| Risk Propensity | The tendency of an individual or team to make or avoid decisions in which the anticipated outcomes are unknown. |
| Problem Framing | The tendency to interpret issues and options in either positive or negative terms. |
| Dictionary Rule | Involves ranking items the same way a dictionary does: one criterion (analogous to one letter) at a time. |
| Knowledge Management | The art of adding or creating value by systematically capitalizing on the know-how, experience, and judgment found both within and outside an organization. |
| Explicit Knowledge | Published in internally generated reports and manuals, books, magazines, journals etc. |
| Tacit Knowledge | The information, competencies, and experience possessed by employees. |
| Enabling Technologies | Intranets, the internet, search engines, work-flow software. |
| Radio-Frequency Identification (RFID) | An automatic identification method that relies on storing and remotely retrieving data using devices called RFID tags or transponders. |
| Evidence-Based Management | Proceeds from the premise that using a better, deeper diagnosis and employing facts to the extent possible enable managers and leaders to do their jobs better. |
| Political Decision Making | Describes situations where the parties have separate and different interests, goals, and values and, therefore, employ self serving tactics. |
| Scapegoating | The casting of blame for problems or shortcoming on an innocent or only partially responsible individual, team, or department. |
| Creativity | The ability to visualize, generate, and implement new ideas or concepts or new associations between existing ideas or concepts that are novel and useful. |
| Perceptual Blocks | The failure to use all of the senses in observing, failure to investigate the obvious, failure to distinguish between cause and effect. |
| Cultural Blocks | A desire to conform to established norms, overemphasis on competition or conflict avoidance and smoothing. |
| Emotional Blocks | The fear of making a mistake, fear and distrust of others, grabbing the first idea that comes along. |
| Preparation Stage | Thoroughly investigating an issue or problem to ensure that all of its aspects have been identifies and understood. |
| Concentration Stage | Focusing energies and resources on identifying and solving an issue or problem. |
| Incubation Stage | An internal and unconscious ordering of information. Distancing yourself from the problem. |
| Illumination Stage | The moment of discovery, the instant of recognition. |
| Verification Stage | The testing of the created solution or idea. |
| Lateral Thinking Method | A deliberate process and set of techniques for generating new ideas by changing an individual's or team's way of perceiving and interpreting information. |
| Vertical Thinking Method | A logical step by step process of developing ideas by proceeding continuously from one bit of information to the next. |
| Reversal Techinque | Examining a problem by turning it completely around, upside down, or inside out. |
| Analogy Technique | Involves developing a statement about similarities among objects, persons, and situations. |
| Cross-Fertilization Technique | Asking experts from other fields to view the problem and suggest methods for solving it from their own areas of expertise. |
| Osborn's Creativity Process | A 3 phase decision making process that involves fact finding, idea finding, and solution finding. |
| Fact Finding Phase | Defining the issue or problem and gathering and analyzing relevant data. |
| Idea Finding Phase | Generating tentative ideas and possible leads. |
| Solution Finding Phase | Generating and evaluating possible courses of action and deciding how to implement the chosen course of action. |
| Brainstorming | An unrestrained flow of ideas in a group or team with all critical judgements suspended. Osborn made 75 general questions to go along with this. |
| Electronic Branstorming | The use of collaborative software technology to anonymously enter and automatically disseminate ideas in real time to all team members, each of whom may be stimulated to generate other ideas. |
Created by:
Shibishob
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