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Chapter 5

Across
Routine, virtually automatic decision making that follows established rules or guidelines
Feelings, beliefs, and hunches that come readily to mind, require little effort and information gathering, and result in on-the-spot decisions
Step 6: Conduct a retrospective analysis to see what can be learned from past successes or failures
An individual who pursues initiatives and opportunities and mobilizes resources to address social problems and needs in order to improve society and well-being through creative solutions
Step 4: Once the set of alternative solutions has been carefully evaluated, the next task is to rank the various alternatives and make a decision
Cognitive limitations that constrain one’s ability to interpret, process, and act on information
The process by which managers respond to opportunities and threats by analyzing options and making determinations about specific organizational goals and courses of action
Nonroutine decision making that occurs in response to unusual, unpredictable opportunities and threat
Searching for and choosing an acceptable, or satisfactory, response to problems and opportunities, rather than trying to make the best decision
Down
A loss of productivity in brainstorming sessions due to the unstructured nature of brainstorming
The mobilization of resources to take advantage of an opportunity to provide customers with new or improved goods or services
A group of intrapreneurs who are deliberately separated from the normal operation of an organization to encourage them to devote all their attention to developing new products
An approach to decision making that explains why decision making is inherently uncertain and risky and why managers usually make satisfactory rather than optimum decisions
Step 5: Once a decision has been made and an alternative has been selected, it must be implemented, and many subsequent and related decisions must be made
A manager, scientist, or researcher who works inside an organization and notices opportunities to develop new or improved products and better ways to make them
Step 1: Understand that a decision needs to be made
Unpredictability. When uncertainty exists, the probabilities of alternative outcomes cannot be determined and future outcomes are unknown
Step 2: Having recognized the need to make a decision, a manager must generate a set of feasible alternative courses of action to take in response to the opportunity or threat
Step 3: Once managers have generated a set of alternatives, they must evaluate the advantages and disadvantages of each one