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Human Resource Management15th EditionJohn David Jackson, Patricia Meglich, Robert Mathis, Sean Valentine 249 solutions Chapter 7Decision– a choice made from among available alternatives.Decision making– process of identifying and choosing alternative courses of action.Risk propensity– willingness to gamble or to undertake risk for the possibility of gaining anincreased payoff.(just like competitiveness, men take it more seriously than woman do)Decision-making style– reflects the combination of how an individual perceives and respondsto information.Value orientation– a person focuses on either task and technical concerns or people and socialconcernsTolerance for ambiguity– person has a high need for structure or control in their life (low andhigh)Last two definitions form the four styles of decision making…1.Directive – low tolerance for ambiguity and are focuses on task and technical concerns inmaking decisions.Exercise power and control and focus on short run2.Analytical – higher tolerance of ambiguity and overanalyze situations.Carful decisionmakers who take longer but respond well to new or uncertain situations. a choice made from among available alternatives. the process of identifying and choosing alternative courses of action Rational Model of Decision Making also called the classical model, explains how managers should make decisions; it assumes managers will make logical decisions that will be the optimum in furthering the organization's best interests. difficulties that inhibit the achievement of goals situations that present possibilities for exceeding existing goals. analyzing the underlying causes Nonrational Models of Decision Making explains how managers make decisions; they assume that decision making is nearly always uncertain and risky, making it difficult for managers to make optimal decisions the concept suggests that the ability of decision makers to be rational is limited by numerous constraints managers seek alternatives until they find one that is satisfactory, not optimal managers take small, short-term steps to alleviate a problem making a choice without the use of conscious thought or logical inference or business analytics, the term used for sophisticated forms of business data analysis a data-mining technique used to predict future behavior and anticipate the consequences of change. the willingness to gamble or to undertake risk for the possibility of gaining and increased payoff reflects the combination of how an individual perceives and responds to information someone trained about matters of ethics in the workplace, particulary about resolving ethical dilemmas a graph of decisions and their possible consequences; it is used to create a plan to reach a goal a manager decides to take no action in the belief that there will be no great negative consequeneces.
manager realizes that complete inaction will have negative consequences but opts for the first available alternative that involves low risk. manager can't find a good solution and follows by (a) procrastinating (b) passing the buck, or (c) denying the risk of any negative consequences manager is so frantic to get rid of the problem that he or she can't deal with the situation realistically an effective reaction in which a manager agrees that he or she must decide what to do about a problem or opportunity and take effective steps strategies that simplify the process of decision making When managers use information readily available from memory to make judgments. The tendency to generalize from a small sample or a single event. When people seek information to support their point of view and discount data that do not. When managers add up all the money already spent on a project and conclude it is too costly to simply abandon it. Anchoring and Adjustment Bias The tendency to make decisions based on an initial figure. The bias in which people's subjective confidence in their decision making is greater than their objective accuracy. The tendency of people to view events as being more predictable than they really are. The tendency of decision makers to be influenced by the way a situation or problem is presented to them. Escalation of Commitment Bias Decision makers increase their commitment to a project despite negative information about it. Occurs when group members strive to agree for the sake of unanimity and thus avoid accurately assessing the decision situation. Selecting a solution that is satisfactory or "good enough" rather than optimal or "the best" Occurs when the primary goal is subsumed by a secondary goal. Participative Managment (PM) The process of involving employees in (a) setting goals, (b) making decisions, (c) solving problems, and (d) making changes in the organization. Occurs when members are able to express their opinions and reach agreement to support the final decision. A technique used to help groups generate multiple ideas and alternatives for solving problems. sometimes called "brainwriting", in which members of a group come together over a computer network to generate ideas and alternatives. A group process the uses physically dispersed experts who fill out questionnaires to anonymously generate ideas; the judgments are combined and in effect averaged to achieve a consensus of expert opinion. What is a choice made from among available alternatives?Decision Making: Stormcenter A decision is a choice made from among available alternatives. Decision making is the process of identifying and choosing alternative courses of action. This activity is important because managers need to know how to make effective decisions, sometimes quickly.
How do you choose alternatives to decision making?First, the alternative should match the goals and objectives of the business. Second, the alternative should match the current assessment of the strengths of the business. Third, market opportunities need to exist for the products. Lastly, the product should be able to be made efficiently and effectively.
Is making a choice from two or more alternatives?Decision: Is a choice made between two or more available alternatives.
Is a technique used to help groups generate multiple ideas and alternatives?Brainstorming is a technique to help groups generate proposals for alternative courses of action.
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A ____ is a choice made from among available alternatives.
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