management a practical introduction
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| AKA business analytics, the term used for sophisticated forms of business data analysis | show 🗑
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| the tendency to make decisions based on an initial figure | show 🗑
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| managers use information readily available from memory to make judgment | show 🗑
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| the concept suggests that the ability of decision makers to be rational is limited by numerous constraints | show 🗑
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| is a technique used to help groups generate multiple ideas and alternatives for solving problems | show 🗑
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| is when people seek information to support their point of view and discount data that do not. | show 🗑
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| show | consensus
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| a manager agrees that he/she must decide what to do about a problem or opportunity and take effective decisions-making steps | show 🗑
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| is a choice made from among available alternatives | show 🗑
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| is the process of identifying and choosing alternative courses of action | show 🗑
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| show | decision-making style
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| show | decision tree
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| show | defensive avoidance
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| show | Delphi technique
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| show | diagnosis
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| show | electronic brainstorming
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| whereby decisions makers increase their commitment to a project despite negative information about it | show 🗑
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| someone trained about matters of ethics in the workplace, particularly about resolving ethical dilemmas | show 🗑
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| show | goal displacement
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| occurs when group members strive to agree for the sake of unanimity and thus avoid accurately assessing the decision situation | show 🗑
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| strategies that simplify the process of making decisions | show 🗑
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| is making a choice without the use of conscious thought or logical inference | show 🗑
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| in which managers take small, short-term steps to alleviate a problem | show 🗑
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| explain how managers make decisions; they assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions | show 🗑
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| situations that present possibilities for exceeding existing goals | show 🗑
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| a manager is so frantic to get rid of the problem that he/she can't deal with the situation realistically | show 🗑
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| show | participative management (PM)
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| is a data-mining technique used to predict future behavior and anticipate the consequences of change | show 🗑
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| or difficulties that inhibit the achievement of goals | show 🗑
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| AKA classical model, explains how managers should make decisions; it assumes managers will make logical decisions that will be the optimum in furthering the organization's best interest | show 🗑
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| show | relaxed avoidance
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| show | relaxed change
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| the tendency to generalize from a small sample or a single event | show 🗑
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| show | risk propensity
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| is managers seek alternatives until they find one that is satisfactory, not optimal | show 🗑
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| or sunk-cost fallacy is when managers add up all the money already spent on a project and conclude it is too costly to simply abandon it | show 🗑
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