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