Class: Date: NAU MT2050i Week 4 Quiz Short Answer 1. A(n) is a choice made from available alternatives. 2. is the process of identifying problems and opportunities and then resolving them. 3. decisions involve situations that have occurred often enough to enable decision rules to be developed and applied in the future. 4. decisions are made in response to situations that are unique, are poorly defined and largely unstructured, and have important consequences for the organization. 5. means that all the information the decision-maker needs is fully available. 6. means that a decision has clear-cut goals and that good information is available, but the future outcomes associated with each alternative are subject to chance. 7. Under conditions of, managers know what goal they wish to achieve, but information about alternatives and future events is incomplete. 8. means that the goals to be achieved or the problem to be solved is unclear, alternatives are difficult to define, and information about outcomes is unavailable. 9. The model of decision making is based on economic assumptions. 10. In many respects, the model represents an ideal model decision-making and can t usually be attained by real people in real organizations. 11. The model of decision making describes how managers actually make decisions in difficult situations, such as those characterized by nonprogrammed decision, uncertainty, and ambiguity. 12. The recognition that people have limits on how rational they can be is known as. 13. means that decision-makers choose the first solution alternative that satisfies minimal decision criteria. 14. represents a quick apprehension of a decision situation based on past experience but without conscious thought. 15. A(n) approach describes how managers actually make decisions, not how they should. 16. Gary Klein, a cognitive psychologist, has found that intuition begins with. 17. is the process of forming alliances among managers. 18. A(n) occurs when organizational accomplishment is less than established goals. 19. The step in the decision making process in which managers analyze the underlying causal factors associated with the situation is called. 20. is the willingness to undertake risk with the opportunity of gaining an increased payoff. 21. The stage involves the use of managerial, administrative, and persuasive abilities to ensure that the chosen alternative is carried out. 1
22. is important because decision making is a continuous, never ending process. 23. Differences among people with respect to how they perceive problems and make decisions is called. 24. The helps a manager gauge the appropriate amount of participation by subordinates in making a specific decision. 25. The style is often the style adopted by managers having a deep concern for others as individuals. 26. List the five guidelines of effective decision-making in today s businesses. 27. A(n) is assigned the role of challenging the assumptions and assertions made by the group. 28. refers to the hardware, software, telecommunications, database management, and other technologies used to store, process, and distribute information. 29. are unsummarized and unanalyzed facts and figures. 30. Data that have been converted into a meaningful and useful context for the receiver is called. 31. are systems that combine modern hardware and software to handle the tasks of publishing and distributing information. 32. is a computer-based system that provides information and support for effective managerial decision making. 33. Any business that takes places by digital processes over a computer network rather than in physical space is called. 34. is business exchanges that occur electronically. 35. is a collection of central servers for accessing information on the Internet. 36. systems that help companies track customers interactions with the firm and allow employees to call up information on past transactions. 37. Technology that provides a way to send quick notes fro PC to PC over the Internet so two people who are online at the same time can communicate instantly is referred to as. 38. The deployment of organizational resources to achieve strategic goals is known as. 39. The framework in which the organization defines how tasks are divided, resources are deployed, and departments are coordinated is called. 40. The visual representation of an organization's structure is called the. 41. Division of labor is also known as. 42. The degree to which organizational tasks are subdivided into individual jobs is called. 43. The is an unbroken line of authority that links all persons in an organization and shows who reports to whom. 2
44. is the formal and legitimate right of a manager to make decisions, issue orders, and allocate resources to achieve organizationally desired outcomes. 45. The refers to a clearly defined line of authority in the organization that includes all employees. 46. The three characteristics of authority are that it must be,, and. 47. is the duty to perform the task or activity an employee has been assigned. 48. is the process managers use to transfer authority and responsibility to positions below them in the hierarchy. 49. means that the people with authority and responsibility are subject to reporting and justifying task outcomes to those above them in the chain of command. 50. departments perform tasks that reflect the organization s primary goal and mission, while departments include all those that provide specialized skills in support of departments. 51. means that people in management positions have formal authority to direct and control immediate subordinates 52. The is the number of employees reporting to a supervisor. 53. A(n) structure has an overall narrow span and more hierarchical levels. 54. A(n) structure has a wide span, is horizontally dispersed, and has fewer hierarchical levels. 55. With, decision authority is spread downward to lower organization levels. 56. means that decision authority is located near the top of the organization. 57. A(n) structure is the grouping of positions into departments based on similar skills, expertise, and resource use. 58. The structure occurs when departments are grouped together based on organizational outputs. 59. The, combines aspects of both functional and divisional structures simultaneously, in the same part of the organization. 60. List the five approaches to departmentalization. 61. teams consist of employees from various functional departments who are responsible to meet as a team and resolve mutual problems. 62. The structure means that the firm subcontracts many of its major functions to separate companies and coordinates their activities from a small headquarters organization. 63. The approach is when a manufacturing company uses outside suppliers to provide large components of the product, which are then assembled into a final product by a few workers. 64. A(n) organization has few full-time employees and temporarily hires outside specialists who form teams to work on specific opportunities, and then disbands when objectives are met. 3
65. The quality of collaboration across departments is known as. 66. A(n) is a temporary team designed to solve a short-term problem involving several departments. 67. A(n) is a group of participants from several departments who meet regularly to solve ongoing problems of common interest. 68. A(n) is a person who is responsible for coordinating the activities of several departments for the completion of a specific project. 69. Reengineering is the radical redesign of business to achieve dramatic improvements in cost, quality, service, and speed. 70. The can be defined as one in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, change, and improve, thus increasing its capacity to grow, learn, and achieve its purpose. 71. Giving employees the power, freedom, knowledge, and skills to make decisions and perform effectively is known as. 72. is the set of key values, beliefs, understandings, and norms shared by members of the organization. 73. List the four contingency factors that influence organization structure. 74. A(n) structure is most appropriate when the external environment is stable. 75. includes the knowledge, tools, techniques, and activities used to transform organizational inputs into outputs. 4
NAU MT2050i Week 4 Quiz Word List Classical classical administrative bounded rationality Satisficing Intuition descriptive recognition Coalition building problem diagnosis Risk propensity Implementation Feedback decision style Vroom-Jago Model Behavioral Learn, don t punish know when to bail practice the five whys build collective intuition engage in constructive conflict devil's advocate Information technology Data information Certainty Risk uncertainty Ambiguity Office automation systems Management information system (MIS) e-business E-commerce The World Wide Web (WWW) Customer relationship management (CRM) instant messaging organizing organization structure organization chart work specialization Decision Decision making Programmed Nonprogrammed work specialization chain of command Authority scalar principle vested in organizational positions not people accepted by subordinates flowing down the vertical hierarchy Responsibility Delegation Strategy environment technology interdependence vertical Accountability Line; staff; line Line authority span of management Tall flat decentralization Centralization vertical functional divisional matrix approach Vertical functional divisional horizontal matrix teams network Cross-functional network modular virtual coordination task force team project manager processes learning organization empowerment Corporate culture Technology