| A | B |
|---|
| decision making | the process of creating and choosing alternatives to reach a goal or objective |
| problem solving | the process of choosing actions to combat or resolve a problem |
| programmed decisions | are carefully thought out and use some form of procedure that probably has been used before |
| non-programmed decisions | are made when managers have no prior history, guidance, process, or system for making the decision |
| intuitive approach | used when managers make decisions based primarily on guesses, hunches, or intuition |
| optimizing approach | a rational method of decision making that determines the need for making a decision and weighs decision criteria |
| satisficing approach | occurs when managers set a minimum standard of acceptance and select the first decision alternative that meets that minimum standard |
| autocratic decision making | the manager makes decisions alone without consulting anyone |
| consultative decision making | manager calls on many others to share in the decision-making process |
| group-oriented decision making | a group of employees, consultants, or other managers is called upon to make decisions for the organization |
| group | two or more persons who interact for some specific purpose |
| groupthink | happens when group members try so hard to agree with one another that they ignore an individual member's point of view |
| team | a group that defines the roles of members with respect to expectations and positions |
| brainstorming | exposes a group of people to a problem and then allows them to generate ideas for a solution |
| nominal group technique | members work separately initially, share discoveries, and vote on the best solution |
| delphi technique | members work separately initially, share discoveries, and reach a consensus on a solution |
| brainwriting | a written exchange of ideas for a solution |
| synectics method | views problems using analogies in an effort to "make the familiar strange and the strange familiar" |
| knowledge management | the ability of a manager to understand what is known in his or her organization and to use that knowledge effectively |
| tangible knowledge resources | can be licenses, contracts, brands, and database information |
| intangible knowledge resources | might be employee experiences, traditions, or the results of brainstorming sessions |
| knowledge communities | create, capture, share, and maximize the use of knowledge about a particular subject |
