| A | B |
|---|
| Decision making | The act of choosing one alternative from among a set of alternatives |
| Decision making process | Recognizing and defining the nature, alternatives, best alternatives, and putting into practive |
| Programmed decision | A decision that is fairly structured or recurs with some frequence (or both) |
| Nonprogrammed decision | A decision that is relatively unstructured; occurs much less often |
| State of certainty | A condition in which the decision maker knows with reasonable certainty |
| State of risk | A condition in which the avaibility of each alternative all associated with probability estimates |
| State of uncertainty | A condition in which the decision maker does not know all the alternatives |
| Classical decision model | Assumes that managers are rational and that their decisions will be in the best interests of the organzation |
| Administrative model | A decision making model that argues that decision makers 1. have incomplete information, 2. are constrained by bounded rationality, and 3. tend to satisfice |
| Satisficing | The tendency to search for alternatives only until one is found that meets some minimum standard of sufficiency |
| Coalition | An informal alliance of individuals or groups formed to achieve a common goal |
| Intuition | An innate belief about something without conscious consideration |
| Escalation of commitment | A decision maker's staying with a decision even when it appears to be wrong |
| Interacting group | A decision making group or team in which members openly discuss, argue about, and agree on the best alternative |
| Delphi group | A form of group decision making in which a group is used to achieve a consensus of expert opinion |
| Nominal group | A structured technique used to generate creative and innovative and innovative alternatives or ideas |
| Groupthink | A situation that occurs when a group or teams desire for consensus and cohesiveness overwhelms its desire to reach the best possible decision |
