Which of the following statements accurately describes nonprogrammed decisions?

Preface
1 Management and Organizational Behavior
Inhaltsverzeichnis Show
1. Introduction
2. 1.1The Nature of Work
3. 1.2The Changing Workplace
4. 1.3The Nature of Management
5. 1.4A Model of Organizational Behavior and Management
6. Key Terms
7. Summary of Learning Outcomes
8. Chapter Review Questions
9. Critical Thinking Case
2 Individual and Cultural Differences
1. Introduction
2. 2.1Individual and Cultural Factors in Employee Performance
3. 2.2Employee Abilities and Skills
4. 2.3Personality: An Introduction
5. 2.4Personality and Work Behavior
6. 2.5Personality and Organization: A Basic Conflict?
7. 2.6Personal Values and Ethics
8. 2.7Cultural Differences
9. Key Terms
10. Summary of Learning Outcomes
11. Chapter Review Questions
12. Management Skills Application Exercises
13. Managerial Decision Exercises
14. Critical Thinking Case
3 Perception and Job Attitudes
1. Introduction
2. 3.1The Perceptual Process
3. 3.2Barriers to Accurate Social Perception
4. 3.3 Attributions: Interpreting the Causes of Behavior
5. 3.4Attitudes and Behavior
6. 3.5 Work-Related Attitudes
7. Key Terms
8. Summary of Learning Outcomes
9. Chapter Review Questions
10. Management Skills Application Exercises
11. Managerial Decision Exercises
12. Critical Thinking Case
4 Learning and Reinforcement
1. Introduction
2. 4.1Basic Models of Learning
3. 4.2Reinforcement and Behavioral Change
4. 4.3Behavior Modification in Organizations
5. 4.4Behavioral Self-Management
6. Key Terms
7. Summary of Learning Outcomes
8. Chapter Review Questions
9. Management Skills Application Exercises
10. Managerial Decision Exercises
11. Critical Thinking Case
5 Diversity in Organizations
1. Introduction
2. 5.1An Introduction to Workplace Diversity
3. 5.2Diversity and the Workforce
4. 5.3 Diversity and Its Impact on Companies
5. 5.4Challenges of Diversity
6. 5.5 Key Diversity Theories
7. 5.6Benefits and Challenges of Workplace Diversity
8. 5.7Recommendations for Managing Diversity
9. Key Terms
10. Summary of Learning Outcomes
11. Chapter Review Questions
12. Management Skills Application Exercises
13. Managerial Decision Exercises
14. Critical Thinking Case
6 Perception and Managerial Decision Making
1. Introduction
2. 6.1 Overview of Managerial Decision-Making
3. 6.2How the Brain Processes Information to Make Decisions: Reflective and Reactive Systems
4. 6.3Programmed and Nonprogrammed Decisions
5. 6.4Barriers to Effective Decision-Making
6. 6.5Improving the Quality of Decision-Making
7. 6.6Group Decision-Making
8. Key Terms
9. Summary of Learning Outcomes
10. Chapter Review Questions
11. Management Skills Application Exercises
12. Managerial Decision Exercises
13. Critical Thinking Case
7 Work Motivation for Performance
1. Introduction
2. 7.1Motivation: Direction and Intensity
3. 7.2Content Theories of Motivation
4. 7.3Process Theories of Motivation
5. 7.4Recent Research on Motivation Theories
6. Key Terms
7. Summary of Learning Outcomes
8. Chapter Review Questions
9. Management Skills Application Exercises
10. Managerial Decision Exercises
11. Critical Thinking Case
8 Performance Appraisal and Rewards
1. Introduction
2. 8.1 Performance Appraisal Systems
3. 8.2Techniques of Performance Appraisal
4. 8.3 Feedback
5. 8.4Reward Systems in Organizations
6. 8.5 Individual and Group Incentive Plans
7. Key Terms
8. Summary of Learning Outcomes
9. Chapter Review Questions
10. Management Skills Application Exercises
11. Managerial Decision Exercises
12. Critical Thinking Case
9 Group and Intergroup Relations
1. Introduction
2. 9.1Work Groups: Basic Considerations
3. 9.2Work Group Structure
4. 9.3Managing Effective Work Groups
5. 9.4Intergroup Behavior and Performance
6. Key Terms
7. Summary of Learning Outcomes
8. Chapter Review Questions
9. Management Skills Application Exercises
10. Managerial Decision Exercises
11. Critical Thinking Case
10 Understanding and Managing Work Teams
1. Introduction
2. 10.1 Teamwork in the Workplace
3. 10.2Team Development Over Time
4. 10.3 Things to Consider When Managing Teams
5. 10.4Opportunities and Challenges to Team Building
6. 10.5Team Diversity
7. 10.6Multicultural Teams
8. Key Terms
9. Summary of Learning Outcomes
10. Chapter Review Questions
11. Management Skills Application Exercises
12. Managerial Decision Exercises
13. Critical Thinking Case
1. Introduction
2. 11.1The Process of Managerial Communication
3. 11.2Types of Communications in Organizations
4. 11.3Factors Affecting Communications and the Roles of Managers
5. 11.4Managerial Communication and Corporate Reputation
6. 11.5 The Major Channels of Management Communication Are Talking, Listening, Reading, and Writing
7. Key Terms
8. Summary of Learning Outcomes
9. Chapter Review Questions
10. Management Skills Application Exercises
11. Managerial Decision Exercises
12. Critical Thinking Case
1. Introduction
2. 12.1The Nature of Leadership
3. 12.2The Leadership Process
4. 12.3Leader Emergence
5. 12.4The Trait Approach to Leadership
6. 12.5Behavioral Approaches to Leadership
7. 12.6Situational (Contingency) Approaches to Leadership
8. 12.7 Substitutes for and Neutralizers of Leadership
9. 12.8Transformational, Visionary, and Charismatic Leadership
10. 12.9Leadership Needs in the 21st Century
11. Key Terms
12. Summary of Learning Outcomes
13. Chapter Review Questions
14. Management Skills Application Exercises
15. Managerial Decision Exercises
16. Critical Thinking Case
13 Organizational Power and Politics
1. Introduction
2. 13.1Power in Interpersonal Relations
3. 13.2Uses of Power
4. 13.3Political Behavior in Organizations
5. 13.4Limiting the Influence of Political Behavior
6. Key Terms
7. Summary of Learning Outcomes
8. Chapter Review Questions
9. Management Skills Application Exercises
10. Managerial Decision Exercises
11. Critical Thinking Case
14 Conflict and Negotiations
1. Introduction
2. 14.1Conflict in Organizations: Basic Considerations
3. 14.2Causes of Conflict in Organizations
4. 14.3Resolving Conflict in Organizations
5. 14.4Negotiation Behavior
6. Key Terms
7. Summary of Learning Outcomes
8. Chapter Review Questions
9. Management Skills Application Exercises
10. Managerial Decision Exercises
11. Critical Thinking Case
15 External and Internal Organizational Environments and Corporate Culture
1. Introduction
2. 15.1The Organization's External Environment
3. 15.2External Environments and Industries
4. 15.3Organizational Designs and Structures
5. 15.4The Internal Organization and External Environments
6. 15.5Corporate Cultures
7. 15.6Organizing for Change in the 21st Century
8. Key Terms
9. Summary of Learning Outcomes
10. Chapter Review Questions
11. Management Skills Application Exercises
12. Managerial Decision Exercises
13. Critical Thinking Case
16 Organizational Structure and Change
1. Introduction
2. 16.1Organizational Structures and Design
3. 16.2 Organizational Change
4. 16.3Managing Change
5. Key Terms
6. Summary of Learning Outcomes
7. Chapter Review Questions
8. Management Skills Application Exercises
9. Managerial Decision Exercises
10. Critical Thinking Case
17 Human Resource Management
1. Introduction
2. 17.1An Introduction to Human Resource Management
3. 17.2Human Resource Management and Compliance
4. 17.3Performance Management
5. 17.4Influencing Employee Performance and Motivation
6. 17.5Building an Organization for the Future
7. 17.6Talent Development and Succession Planning
8. Key Terms
9. Summary of Learning Outcomes
10. Chapter Review Questions
11. Management Skills Application Exercises
12. Managerial Decision Exercises
13. Critical Thinking Case
1. Introduction
2. 18.1Problems of Work Adjustment
3. 18.2Organizational Influences on Stress
4. 18.3Buffering Effects of Work related Stress
5. 18.4Coping with Work related Stress
6. Key Terms
7. Summary of Learning Outcomes
8. Chapter Review Questions
9. Management Skills Application Exercises
10. Critical Thinking Case
1. Introduction
2. 19.1Overview of Entrepreneurship
3. 19.2Characteristics of Successful Entrepreneurs
4. 19.3Business Model Canvas
5. 19.4New Venture Financing
6. 19.5Design Thinking
7. 19.6Optimal Support for Entrepreneurship
8. Key Terms
9. Summary of Learning Outcomes
10. Chapter Review Questions
11. Management Skills Application Exercises
12. Managerial Decision Exercises
13. Critical Thinking Case
A | Scientific Method in Organizational Research
B | Scoring Keys for Self-Assessment Exercises
References
Index

Bounded rationalityThe concept that when we make decisions, we cannot be fully rational because we don’t have all the possible information or the cognitive processing ability to make fully informed, completely rational decisions.BrainstormingA process of generating as many ideas or alternatives as possible, often in groups.Confirmation biasThe tendency to pay attention to information that confirms our existing beliefs and to ignore or discount information that conflicts with our existing beliefs.CreativityThe generation of new or original ideas.Critical thinkingA disciplined process of evaluating the quality of information, especially by identifying logical fallacies in arguments.Decision-makingThe action or process of thinking through possible options and selecting one.Devil’s advocateA group member who intentionally takes on the role of being critical of the group’s ideas in order to discourage groupthink and encourage deep thought and discussion about issues prior to making decisions.Emotional intelligenceThe ability to understand and manage emotions in oneself and in others. Escalation of commitmentThe tendency of decision makers to remain committed to poor decision, even when doing so leads to increasingly negative outcomes.Evidence-based decision-makingA process of collecting the best available evidence prior to making a decision.GroupthinkThe tendency of a group to reach agreement very quickly and without substantive discussion.HeuristicsMental shortcuts that allow a decision maker to reach a good decision quickly. They are strategies that develop based on prior experience.Nonprogrammed decisionsDecisions that are novel and not based on well-defined or known criteria.Process conflictConflict about the best way to do something; conflict that is task-oriented and constructive, and not focused on the individuals involved.Programmed decisionsDecisions that are repeated over time and for which an existing set of rules can be developed.Reactive systemSystem of decision-making in the brain that is quick and intuitive.Reflective systemSystem of decision-making in the brain that is logical, analytical, and methodical.Relationship conflictConflict between individuals that is based on personal (or personality) differences; this type of conflict tends to be destructive rather than constructive. SatisficingChoosing the first acceptable solution to minimize time spent on a decision.StakeholdersIndividuals or groups who are impacted by the organization. These include owners, employees, customers, suppliers, and members of the community in which the organization is located.Suppression of dissent When a group member exerts his or her power to prevent others from voicing their thoughts or opinions.

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Which of the following statements is true about nonprogrammed decisions?

Answer and Explanation: The answer is B) Lower-level managers typically encounter these decisions.

Which of the following is an example of nonprogrammed decision making quizlet?

Non-programmed decision making occurs in response to unusual, unpredictable opportunities or threats. This happens when there are no ready-made decision rules that managers can apply to a situation. An example of a non-programmed decision would be to invest in new technology or develop a new kind of product.

Which statement accurately describes group decision making quizlet?

Which statement accurately describes group decision making? Group decision making tends to be synergistic.

Which of the following is the definition of a programmed decision?

What Is A Programmed Decision? Programmed decision-making involves those decisions that already have a plan or rule in place and is used to reach a solution or conclusion. In other words, managers have already made such decisions before and it's a repetitive and routine process.

statements accurately describes nonprogrammed decisions