MGMT 301 Exam 2 Course Packet Johnson UPDATED ACTUAL Questions And
Correct Answers
Terms in this set (117)
Decision Making Problem solving process of choosing the best solution to a problem
Technical Competency Ability to understand new technologies and apply them effectively in work
situations
Analytical Competency Ability to evaluate and interpret information to identify patterns and solve
problems
Information Competency Ability to locate retrieve organize and display valuable information for decision
making
Problem Avoider Person who avoids making decisions and has a high fear of negative outcomes
Problem Solver Person who solves problems when they arise
Problem Seeker Person who identifies and solves problems before they occur
Threat Decision A decision made to avoid a potential loss or danger
Opportunity Decision A decision made to take advantage of a potential benefit
Cognitive Decision Making Style The way individuals gather and evaluate information when making decisions
Sensing Decision Style Using existing facts and observable information to make decisions
Intuitive Decision Style Using patterns and big picture thinking to understand relationships between facts
Thinking Decision Style Prioritizing logic and the problem before considering people
Feeling Decision Style Prioritizing people and emotions before the problem
Certain Environment Decision situation where outcomes are known and risk is minimal
Risk Environment Decision situation where probabilities of success can be estimated
Uncertain Environment Decision situation where probabilities cannot be estimated due to lack of
information
Programmed Decision Decision made using existing data and established procedures
Nonprogrammed Decision Decision made when no previous data exists and the situation is new
, Classical Decision Model Rational step by step model assuming managers make logical decisions with
complete information
Behavioral Decision Model Recognizes that managers make decisions with limited information and biases
Advanced Decision Making Model Uses data analytics measurement and improvement to refine decisions
Define Step Identifying the problem clearly
Measure Step Determining the scope and size of the problem with data
Analyze Step Studying data to identify causes and relationships
Improve Step Developing solutions to fix the problem
Planning Process of setting performance objectives and determining how to achieve them
Judging Planning Style Structured formal planning approach using schedules and to do lists
Perceiving Planning Style Flexible informal planning based on interests and changing priorities
Big Rocks Concept Prioritizing the most important tasks before smaller tasks
Planning Process Define Objectives
Compare Current to Objectives
Compare Future Alternatives
Analyze Alternatives/Make Plan
Implement and Evaluate
Action Oriented Planning Planning focused on implementing specific actions
Priority Oriented Planning Planning focused on the most important goals first
Advantage Oriented Planning Planning that focuses on competitive strengths
Change Oriented Planning Planning that adapts to new circumstances and environments
Control Oriented Planning Planning that includes systems to monitor and measure progress
Long Range Planning Planning that covers three or more years
Short Range Planning Planning that covers three to twelve months
Strategic Planning Planning focused on long term direction and overall organizational strategy
Operational Planning Planning that translates strategy into daily operations
Functional Planning Planning within specific departments such as marketing finance or HR
Correct Answers
Terms in this set (117)
Decision Making Problem solving process of choosing the best solution to a problem
Technical Competency Ability to understand new technologies and apply them effectively in work
situations
Analytical Competency Ability to evaluate and interpret information to identify patterns and solve
problems
Information Competency Ability to locate retrieve organize and display valuable information for decision
making
Problem Avoider Person who avoids making decisions and has a high fear of negative outcomes
Problem Solver Person who solves problems when they arise
Problem Seeker Person who identifies and solves problems before they occur
Threat Decision A decision made to avoid a potential loss or danger
Opportunity Decision A decision made to take advantage of a potential benefit
Cognitive Decision Making Style The way individuals gather and evaluate information when making decisions
Sensing Decision Style Using existing facts and observable information to make decisions
Intuitive Decision Style Using patterns and big picture thinking to understand relationships between facts
Thinking Decision Style Prioritizing logic and the problem before considering people
Feeling Decision Style Prioritizing people and emotions before the problem
Certain Environment Decision situation where outcomes are known and risk is minimal
Risk Environment Decision situation where probabilities of success can be estimated
Uncertain Environment Decision situation where probabilities cannot be estimated due to lack of
information
Programmed Decision Decision made using existing data and established procedures
Nonprogrammed Decision Decision made when no previous data exists and the situation is new
, Classical Decision Model Rational step by step model assuming managers make logical decisions with
complete information
Behavioral Decision Model Recognizes that managers make decisions with limited information and biases
Advanced Decision Making Model Uses data analytics measurement and improvement to refine decisions
Define Step Identifying the problem clearly
Measure Step Determining the scope and size of the problem with data
Analyze Step Studying data to identify causes and relationships
Improve Step Developing solutions to fix the problem
Planning Process of setting performance objectives and determining how to achieve them
Judging Planning Style Structured formal planning approach using schedules and to do lists
Perceiving Planning Style Flexible informal planning based on interests and changing priorities
Big Rocks Concept Prioritizing the most important tasks before smaller tasks
Planning Process Define Objectives
Compare Current to Objectives
Compare Future Alternatives
Analyze Alternatives/Make Plan
Implement and Evaluate
Action Oriented Planning Planning focused on implementing specific actions
Priority Oriented Planning Planning focused on the most important goals first
Advantage Oriented Planning Planning that focuses on competitive strengths
Change Oriented Planning Planning that adapts to new circumstances and environments
Control Oriented Planning Planning that includes systems to monitor and measure progress
Long Range Planning Planning that covers three or more years
Short Range Planning Planning that covers three to twelve months
Strategic Planning Planning focused on long term direction and overall organizational strategy
Operational Planning Planning that translates strategy into daily operations
Functional Planning Planning within specific departments such as marketing finance or HR
