MGS 4000 Test 2 Test
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| A. Recall is based on vividness, recency and retrievability. Presumed associations can impact our assessment of the likelyhood of two event occurring togetherB. 1)Individual or Group decision 2)Is the decision MT or MD driven? time v. development 3)Situational Variables? 4)What type of decision tree? TI TG DI DG?C. write down three sets of 2 words that best describe your problem or decision then choose the combination that best represents your prob or decis and use those words to write a restatement of the problem.D. why?E. We instinctively stay with what seems familiar. Thus we look for decisions that involve the least change. Breaking the status quo means taking action, and when we take action, we take responsibility, thus opening ourselves up to blame and regretF. play devils advocate or ask someone else to.Ask yourself; What's the strongest reason to make a different choice? The second strongest? The third?G. Pros: groups can generate more alternative solutions and can better defibe complex problems. Cons: groupthink can lead to incomplete definitions of problems, may only generate 1 or 2 clone type solutions, fail to reconsider alternatives, poor informationH. The base rate fallacy, also called base rate neglect, is an error that occurs when the conditional probability of some hypothesis H given some evidence E is assessed without taking sufficient account of the "base rate" or "prior probability" of H.I. here you ask why is it necessary? Where should it be done? Who should do it? When should it be done? What should be done? How should it be done? These questions give you a broad understanding of the problemJ. SI Do the subordinates have enough info to make a high quality decision?K. confirming evidence trap, sunk costs trap, framing trap,anchoring trap, Status quo, recallability trap, base rate trapL. mistakes based on heuristics and sensory misperceptionsM. organizational culture,group dynamics, abilene paradox, group think, brainstorming,N. whether you are dealing with an entrepreneurial or disturbance problemO. use analogies or metaphors to put something you don’t know in terms you do know. Ask what is this situation like? This distortion can lead to new insights that can then be applied to our real problemsP. CP Will my subordinates be committed to the decision I make?Q. What triggered the event? Constraints? Essential elements? What decisions affect this one? workable scope? Insight from others? iterative process-as u gain more infoR. The way you fram a question can profoundly influence the answer or decisionS. We tend to make choices in ways that justify past decisions, even when the latter no longer seem valid. This frequently occurs when we’re unwilling, consciously or not, to admit a mistake.T. , pulling yourself from participation out of a lack of interest or because you don't see a payoff |
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