Management Test 4
reflective decision making
better to process available available information logically, think about the situation
decision making
action or process of thinking through possible options and selecting one
directive
action-oriented, decisive, and task focused
Strategic Planning
addresses long-term questions of how an organization positions and distinguishes itself from competitors
Plan
A decision to carry out a particular action in order to achieve a specific goal; includes decisions about when and how actions should be accomplished and what resources will be required to complete actions
stream of consciousness
A flow of thoughts in the brain in layers: taking in information
Political Model
Acknowledges that most organizational decisions involve many managers who have different goals and who have to share information to reach an agreement
bounded rationality
Cognitive limitations that constrain one's ability to interpret, process, and act on information.
noncybernetic control
Control systems that operate independently from the work system that is being monitored; a monitoring system that is external to the target of control.
Precontrols
Controls designed to prevent deviation from a desired plan of action before work actually begins.
4 Basic Irrational Processes
Demandingness Awfulizing Human worth ratings Low frustration Tolerance
New Effect/New E
Disputation turned irrational belief to rational -new emotional consequence -once challenged your irrational belief belief and thoughts you are left with those that are true
postaction control
Monitors the outputs or results of the organization after the transformation process is complete
Deming Cycle
Plan, Do, Check, Act
what are the two system of decision-making in the brain?
Reflective System - logical, analytical, deliberate, and methodical Reactive System - quick, impulsive, and intuitive, relying on emotions or habits to provide cues for what happens next
SMART
Specific, Measurable, Attainable, Realistic, Timely
Rational beliefs
These beliefs are realistic and based on the event. Tend to cause less stress, manageable stress.
scenario planning
a set of plausible stories or scenarios that are alternative ways of thinking about the future.
REBT (Rational Emotive Behavior Therapy)
a confrontational cognitive therapy, developed by Albert Ellis, that vigorously challenges people's illogical, self-defeating attitudes and assumptions
a) Activating event b) Beliefs c) emotional (C)onsequence
a) Something that happens in the environment around you. b) You hold a belief about the event or situation c) You have an emotional response to your belief.
contingency plan
are created with what might happen if assumptions are wrongs; is an alternative plan or plans to be used in different situations or crises -focus on solving plans as they happen -recognizes that there are no simple guidelines in running a business
Non-rational decision making
assumes that decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions
Cybernetic Control
based on self-regulating procedures that automatically detect and correct deviations from planned activities and effectiveness
irrational thinking
beliefs that have no basis in reality or logic blocks from achieving goals, creates extreme emotions, leads to behavior that harms Illogical way of evaluating oneself, others, and the world
analytical
careful decision-makers with a tendency to over-analyze a situation
concurrent control
control that takes place while a work activity is in progress
bounded rationality
decision makers do not take enough time to search for the best possible solution. Instead, they quickly whittle down the possible choices into only a few, and then choose among them. It's a rational decision within certain boundaries.
classical
defines how a decision maker should make decisions
administrative model
describes how managers make decisions in situations that are characterized by uncertainty and ambiguity
General Decision Making Styles
directive, analytical, conceptual, behavioral
Disputing (D)
dispute that belief and turn it into a rational thought -use logical questions to challenge your irrational thoughts and beliefs -reality testing "is this true?" -practical questions "why must I be liked?"
irrational beliefs
distorted, self-destructive assumptions that interferes with your thinking "you always..."
hybrid control system
incorporates control at each of these interval so that managers can prepare for a job, guide its progress, and asses its results
conceptual
long-term perspective with use of intuition
exposure
involves clients entering feared situations that would normally avoid
serendipity
luck, finding good things without looking for them
must
must or should statements about oneself usually imply a demand for personal perfection Events do not cause feelings, other people do not cause feelings, the past does not cause feelings, YOU DECIDE HOW YOU FEEL
nonprogrammed decisions
new, novel, complex decisions having no proven answers
Behavioral
people oriented and concerned about others
risk taking
purpose is to challenge beliefs that certain behaviors are too dangerous to risk
Reactive decision making
quick, intuitive decision-making without weighing all possible options can be lifesaving when we suddenly feel intense fear
Management by Objectives (MBO)
systematic approach that allows managers to focus on attainable goals and to achieve the best results based on the organization's resources
reality testing
the ability to perceive the world accurately and to distinguish reality from fantasy
emotional intelligence
the ability to perceive, understand, manage, and use emotions
Demandingness
the belief in imagined universal rules
low frustration tolerance
the belief that one cannot stand what one does not like worrying, avoidance of events, procrastination, negativity, and complaining
human worth ratings
the belief that people can be rated are some people really worth more or less than others
Awfulizing
the belief that the world is full of of terrible, awful, and catastrophic mental exaggeration of setbacks or inconveniences
Tactical (intermediate)
the process of developing detailed, short-term statements about what is to be done, who is to do it, and how it is to be done
Controlling
the process of monitoring and evaluating organizational effectiveness and initiating the actions needed to maintain or improve effectiveness
Operational Planning
the process of setting work standards and schedules necessary to implement the company's tactical objectives takes 30-60 days - day to day actions
escalation of commitment
the tendency to repeat an apparently bad decision or allocate more resources to a failing course of action
programmed decisions
those that are repetitive and routine
rule of reciprocation
thou shall not take without giving we should try to repay, in kind, what another person has provided us