CORRECT WELL DETAILED ANSWERS|LATEST
Accountability - ANSWER people with authority and responsibility are subject to
reporting and justifying task outcomes to those above them in chain of command
Acquired Needs - ANSWER McClelland
Achievement, affiliation, power
Activity - ANSWER Internal Performance
inventory ratio
conversion ratio
Administrative Model - ANSWER Recognizes the human and environmental limitations
that affect the degree to which managers can pursue a rational decision making process;
descriptive
Bounded Rationality
Satisficing: choosing the first that fits
Non-programmed decisions; uncertainty and ambiguity
Intuition and Quasirationality
Ambiguity - ANSWER Goals or problems to solve are unclear, alternatives are difficult
to define, and info about outcomes is unavailable
Analytical decision framework - ANSWER Complex solutions
1
,lots of data
best possible decision
Authentic Leadership - ANSWER understands themselves; values and beliefs;
encourage collaboration
Coach K
Authority - ANSWER Formal and legitimate rights of a manager to make decisions,
issue orders, and allocate resources to achieve organizationally desired outcomes
Balanced Scorecard - ANSWER comprehensive mgt control system that balances
traditional financial measures with operational measures
Behavior Approaches - ANSWER Task Vs People
Behavioral decision framework - ANSWER concern for others; feelings about a
problem
Bottom up budgeting - ANSWER lower managers make budgets and get them
approved
Brainstorming - ANSWER Face to face interactive group to spontaneously suggest as
many ideas as possible for solving problems
Electronic brainstorming
Debate; devil's advocate; avoid groupthink; escalating commitment; after action review
Budgetary Control - ANSWER set targets and monitor expenditures, expenditure
planning, responsibility centers
Expense Budget, Revenue Budget, Capital Budget, Cash Budget
2
, Centralization - ANSWER Decision authority located near top of organization
Certainty - ANSWER All the information needed is available
Chain of Command - ANSWER Unbroken line of authority that links all employees in an
organization and shows who reports to whom
Classical Model - ANSWER Based on rational economic assumptions and manager
beliefs about what ideal decision making should be; guidelines
normative: defines how decision maker should make decisions
Programmed decisions; certainty and risk
personal choice/ maximize outcome
Coercive power - ANSWER Authority to punish
Collaboration - ANSWER Joint effort to meet common goals that is greater than what
an individual could have done
Conceptual decision framework - ANSWER Lots of info; talk it out; broad; creativity
Contemporary Leadership - ANSWER ability to influence people toward attainment of
goals
Content Theories - ANSWER emphasizes the needs that motivate people
hierarchy, ERG, two factor, acquired
3
Accountability - ANSWER people with authority and responsibility are subject to
reporting and justifying task outcomes to those above them in chain of command
Acquired Needs - ANSWER McClelland
Achievement, affiliation, power
Activity - ANSWER Internal Performance
inventory ratio
conversion ratio
Administrative Model - ANSWER Recognizes the human and environmental limitations
that affect the degree to which managers can pursue a rational decision making process;
descriptive
Bounded Rationality
Satisficing: choosing the first that fits
Non-programmed decisions; uncertainty and ambiguity
Intuition and Quasirationality
Ambiguity - ANSWER Goals or problems to solve are unclear, alternatives are difficult
to define, and info about outcomes is unavailable
Analytical decision framework - ANSWER Complex solutions
1
,lots of data
best possible decision
Authentic Leadership - ANSWER understands themselves; values and beliefs;
encourage collaboration
Coach K
Authority - ANSWER Formal and legitimate rights of a manager to make decisions,
issue orders, and allocate resources to achieve organizationally desired outcomes
Balanced Scorecard - ANSWER comprehensive mgt control system that balances
traditional financial measures with operational measures
Behavior Approaches - ANSWER Task Vs People
Behavioral decision framework - ANSWER concern for others; feelings about a
problem
Bottom up budgeting - ANSWER lower managers make budgets and get them
approved
Brainstorming - ANSWER Face to face interactive group to spontaneously suggest as
many ideas as possible for solving problems
Electronic brainstorming
Debate; devil's advocate; avoid groupthink; escalating commitment; after action review
Budgetary Control - ANSWER set targets and monitor expenditures, expenditure
planning, responsibility centers
Expense Budget, Revenue Budget, Capital Budget, Cash Budget
2
, Centralization - ANSWER Decision authority located near top of organization
Certainty - ANSWER All the information needed is available
Chain of Command - ANSWER Unbroken line of authority that links all employees in an
organization and shows who reports to whom
Classical Model - ANSWER Based on rational economic assumptions and manager
beliefs about what ideal decision making should be; guidelines
normative: defines how decision maker should make decisions
Programmed decisions; certainty and risk
personal choice/ maximize outcome
Coercive power - ANSWER Authority to punish
Collaboration - ANSWER Joint effort to meet common goals that is greater than what
an individual could have done
Conceptual decision framework - ANSWER Lots of info; talk it out; broad; creativity
Contemporary Leadership - ANSWER ability to influence people toward attainment of
goals
Content Theories - ANSWER emphasizes the needs that motivate people
hierarchy, ERG, two factor, acquired
3
