Decision making processes
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This document discusses different models of individual and organizational decision making. It describes the rational approach used for programmed decisions and bounded rationality perspective used for non-programmed decisions. For organizations, it outlines four models: the management science approach, Carnegie model, incremental decision process model, and garbage can model. The garbage can model is used for extremely organic environments characterized by problematic preferences, unclear technology, and turnover. Learning organizations combine incremental and Carnegie models or use the garbage can model. Special circumstances like high velocity environments and escalating commitment are also addressed.
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Decision makingprocesses
Organizational decision making processes can be categorized as programmed or nonprogrammed. There are multiple approaches to organizational decision making including rational, bounded rationality, management science, Carnegie, incremental, and garbage can models. The garbage can model is useful for extremely organic environments characterized by problematic preferences, unclear technology, and high turnover. It views decision making as a stream of problems, solutions, participants, choice opportunities, and consequences that join randomly and are resolved through political processes. Learning organizations combine elements of the incremental process and Carnegie models or use the garbage can model in highly volatile settings.
Decision makingprocesses (2)
This document discusses different approaches to individual and organizational decision making. It outlines key terms related to organizational decision making like problem identification and problem solution. It then describes two approaches to individual decision making - the rational approach and programmed versus non-programmed decisions. Finally, it lists four models of organizational decision making: the management science approach, Carnegie model, incremental decision making process, and garbage can model.
Decision Making Processes
This document discusses various decision making processes at both the individual and organizational level. At the individual level, it describes the rational approach and bounded rationality perspective. At the organizational level, it outlines four models of decision making: the management science approach, Carnegie model, incremental decision making process, and garbage can model. It also discusses learning organizations, contingency decision making, and special circumstances like high velocity environments and escalating commitment.
Organisational Decision Making models
The different models for decision making in organisations - Rational, Carnegie, Garbage can,Unstructured......
DECISION MAKING MODELS.pptx
This document discusses several models of organizational decision making. It describes programmed and non-programmed decisions, with programmed decisions following established rules and non-programmed decisions made in response to new opportunities and threats. It also discusses rational, bounded rationality, and garbage can models of decision making, highlighting limitations of fully rational models and how intuition and constraints impact real-world decisions. Different models make tradeoffs between optimization and practical constraints.
Fom6 ch04in
The document discusses various topics related to decision making including:
- The rational decision making model and its assumptions
- Bounded rationality and satisficing behaviors
- Types of decisions and problems
- Decision making styles and aids
- Group decision making techniques
- The impact of culture on decision making practices
Decision making
The document discusses various aspects of decision making including:
1) It describes the phases of the decision making process as identification, development and selection.
2) It discusses different models of decision making such as rational, social, bounded rationality and judgment heuristics models.
3) Factors that influence decision making include technology, culture, and ethics. Cultural factors and ethical issues can impact which problems are addressed and how decisions are made.
Chapter 3 - Creative Problem Solving and Decsion Making
After studying this chapter, students should be able to explain concepts related to creative problem solving and decision making, including listing the six steps in the decision-making model and describing differences between programmed and nonprogrammed decisions. The document provides frameworks for classifying problems, setting objectives and criteria, generating alternatives, and analyzing options. It also discusses techniques like brainstorming, cost-benefit analysis, and participative decision models.
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Decision makingprocesses
Organizational decision making processes can be categorized as programmed or nonprogrammed. There are multiple approaches to organizational decision making including rational, bounded rationality, management science, Carnegie, incremental, and garbage can models. The garbage can model is useful for extremely organic environments characterized by problematic preferences, unclear technology, and high turnover. It views decision making as a stream of problems, solutions, participants, choice opportunities, and consequences that join randomly and are resolved through political processes. Learning organizations combine elements of the incremental process and Carnegie models or use the garbage can model in highly volatile settings.
Decision makingprocesses (2)
This document discusses different approaches to individual and organizational decision making. It outlines key terms related to organizational decision making like problem identification and problem solution. It then describes two approaches to individual decision making - the rational approach and programmed versus non-programmed decisions. Finally, it lists four models of organizational decision making: the management science approach, Carnegie model, incremental decision making process, and garbage can model.
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This document discusses various decision making processes at both the individual and organizational level. At the individual level, it describes the rational approach and bounded rationality perspective. At the organizational level, it outlines four models of decision making: the management science approach, Carnegie model, incremental decision making process, and garbage can model. It also discusses learning organizations, contingency decision making, and special circumstances like high velocity environments and escalating commitment.
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DECISION MAKING MODELS.pptx
This document discusses several models of organizational decision making. It describes programmed and non-programmed decisions, with programmed decisions following established rules and non-programmed decisions made in response to new opportunities and threats. It also discusses rational, bounded rationality, and garbage can models of decision making, highlighting limitations of fully rational models and how intuition and constraints impact real-world decisions. Different models make tradeoffs between optimization and practical constraints.
Fom6 ch04in
The document discusses various topics related to decision making including:
- The rational decision making model and its assumptions
- Bounded rationality and satisficing behaviors
- Types of decisions and problems
- Decision making styles and aids
- Group decision making techniques
- The impact of culture on decision making practices
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The document discusses various aspects of decision making including:
1) It describes the phases of the decision making process as identification, development and selection.
2) It discusses different models of decision making such as rational, social, bounded rationality and judgment heuristics models.
3) Factors that influence decision making include technology, culture, and ethics. Cultural factors and ethical issues can impact which problems are addressed and how decisions are made.
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After studying this chapter, students should be able to explain concepts related to creative problem solving and decision making, including listing the six steps in the decision-making model and describing differences between programmed and nonprogrammed decisions. The document provides frameworks for classifying problems, setting objectives and criteria, generating alternatives, and analyzing options. It also discusses techniques like brainstorming, cost-benefit analysis, and participative decision models.
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2) Creative potential involves expertise, creative thinking skills, and intrinsic motivation to work on interesting challenges.
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This chapter discusses decision making and problem solving. It outlines five sources of decision complexity for modern managers, three common decision traps, and the differences between programmed and non-programmed decisions. Group decision making is discussed along with tools for improving creativity and problem solving such as overcoming mental locks, using a four step creative process, and fishbone diagrams to identify causes. Knowledge management is presented as a way to improve decision quality through sharing tacit and explicit knowledge.
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The document outlines key concepts and steps related to decision making including:
1) The rational decision making model and its assumptions of rationality.
2) The limits of rationality and bounded rationality.
3) The two types of decision problems and two types of decisions.
4) Factors that influence decision making such as heuristics, decision styles, and group dynamics.
8 communication and decision making
This document provides an overview of communication, decision making, problem solving, and partnership/networking concepts for management. It discusses the importance of communication in management, types of communication, and effective listening and feedback. Decision making concepts covered include approaches, skills, factors influencing the process, and traps to avoid. Problem solving is described as a four step process of identifying the problem, generating alternatives, selecting a solution, and implementing/evaluating. Partnership and networking are defined as formal or informal arrangements to work towards a common goal, and the importance of establishing these relationships is discussed.
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OrgDecisionMaking.ppt
1) Organizational decision making involves identifying problems and developing solutions. It has two main stages - problem identification and problem solution.
2) Individual decision making can follow a rational model of maximizing choices within constraints, or a bounded rational model of using simplified models. People often satisfice rather than optimize by seeking satisfactory rather than perfect solutions.
3) The garbage can model views organizational decision making as an unordered mix of problems, solutions, participants, and choices rather than a rational sequential process. Solutions may be proposed without problems or choices made without solving problems.
session13&14.pptx
This document discusses decision making and the decision making process. It begins by outlining learning objectives related to decision making, such as explaining the difference between programmed and non-programmed decisions. It then defines decision making and discusses types of decisions including certainty, risk, uncertainty and ambiguity. The document outlines models of decision making including the classical, administrative and political models. It also details the six step decision making process and discusses factors that can lead to bad decisions. Finally, it explores group decision making techniques like structured conflict, the Delphi technique and electronic brainstorming.
Decision Making in Management
Decision making is the process of recognizing a problem, generating alternatives, choosing an alternative, taking action, and assessing results. It is a core part of management. There are various types of decisions including strategic, tactical, programmed, and non-programmed. The decision making process involves defining objectives, identifying problems, evaluating alternatives, choosing an alternative, taking action, and providing feedback. Effective decision making is action-oriented, goal-directed, and ensures efficient implementation.
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The document discusses several key aspects of decision making including:
1) The rational decision making model involves identifying problems, criteria, alternatives, and selecting the optimal alternative.
2) Decision making involves varying degrees of certainty, risk, and uncertainty depending on how much is known about outcomes.
3) Bounded rationality recognizes that people have limited cognitive abilities and use heuristics and "satisficing" to make feasible rather than optimal decisions.
4) Well-structured problems have clear solutions while poorly structured problems are complex with ambiguity.
Decision making
The document provides an overview of business decision making. It discusses key concepts such as the types of decisions managers make, the decision-making process, models of decision making, and tools that can be used. Some of the main points covered include:
- Managers are responsible for making independent decisions to efficiently execute organizational functions.
- Decision-making involves selecting the best alternative from multiple options to solve problems like crises, opportunities, or routine issues.
- Models of rational decision making assume managers logically choose alternatives to maximize goals, though bounded rationality recognizes limits to rationality.
- Quantitative and qualitative tools can help structure decision making, including techniques like marginal analysis, decision trees, and brainstorming
Management Concepts and Meaning and more
This document provides an overview of decision making and the decision making process. It describes the 10 learning outcomes which include identifying the steps in the decision making process, assumptions of the rational decision making model, limits to rationality, certainty, risk and uncertainty. It also discusses types of decision problems, heuristics, decision making styles, advantages and disadvantages of group decisions, and techniques for improving group decision making.
Management Concepts and Meaning-Decision Making
This document provides an overview of decision making and the decision making process. It describes the 10 learning outcomes which include understanding the rational decision making model, bounded rationality, decision styles, and techniques for improving group decision making. The document then outlines the steps in the decision making process and defines key terms like problem, decision criteria, certainty, risk, and uncertainty. It discusses the assumptions of rational decision making and limits to rationality. Finally, it explores different types of decisions, decision making aids, and factors that influence decision making such as heuristics, technology, and group dynamics.
decision making and problem solving
Problem solving is a cognitive process used to achieve goals when no obvious solution is apparent. It involves defining the problem, gathering information, analyzing the problem from different perspectives, generating potential alternatives, selecting the best alternative, and implementing it. Expert problem solvers have better memory, classify problems by principles, use established procedures, and work towards goals. The problem solving process involves skill, tools, and defined steps like defining the issue, collecting data, analyzing causes, considering options, deciding on a solution, and implementing it.
Decision making
This document outlines the steps in effective decision making. It begins by defining decision making as the process of choosing a course of action to deal with a problem or opportunity. It then describes the typical decision making process of defining the problem, identifying alternatives, gathering data, making a decision, and evaluating. The document also discusses different types of decisions like programmed versus nonprogrammed, as well as different approaches to decision making such as rational versus bounded rationality. It concludes by noting that all decision making involves weighing risks and rewards.
Decision making models FOR MANAGERS .pptx
This document discusses decision making and various aspects related to it. It covers:
- The decision making process and its key steps like information gathering, evaluating alternatives, and selecting an option.
- Individual and organizational decision making approaches. Individual decisions are faster but limited by information, while organizational decisions involve multiple stakeholders.
- Models of organizational decision making like rational, bounded rationality, garbage can, and contingency models. These models account for real-world limitations and complexities.
- The role of management information systems in supporting decision making with timely, accurate data and analysis to facilitate planning and control. Decision support systems are also discussed.
- Methods for decision making like payoff matrices and decision trees to
Strategic Decision Making Process
This document provides an overview of strategic decision making. It discusses rational models of decision making and their key criteria. It also examines limitations of rational decision making in practice, including individual limitations like bounded rationality and organizational limitations like existing decision processes. Additionally, it outlines a process for strategic risk assessment and considers competitive reactions. A practical model for effective strategic decision making is proposed, and the document concludes by noting decision making often varies in practice.
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Organized anarchies are organizations characterized hy problematic preferences,
unclear technology, and fluid participation. Recent studies of universities, a fami-
liar form of organized anarchy, suggest that such organizations can be viewed for
some purposes as collections of choices looking for problems, issues and feelings
looking for decision situations in which they might he aired, solutions looking for
issues to which they might he an answer, and decision makers looking for work.
These ideas are translated into an explicit computer simulation model of a gar-
hage can decision process. The general implications of such a model are descrihed
in terms of five major measures on the process. Possible applications of the model
to more narrow predictions are illustrated by an examination of the models pre-
dictions with respect to the effect of adversity on university decision making.
Gonsider organized anarchies. These are
organizations—or decision situations—char-
acterized by three general properties.^ The
first is problematic preferences. In the organi-
zation it is difiBcult to impute a set of prefer-
ences to the decision situation that satisfies
the standard consistency requirements for a
theory of choice. The organization operates
on the basis of a variety of inconsistent and
ill-defined preferences. It can be described
better as a loose collection of ideas than as a
coherent structure; it discovers preferences
through action more than it acts on the basis
of preferences.
The second property is unclear technology.
Although the organization manages to sur-
vive and even produce, its own processes are
not understood by its members. It operates
on the basis of simple trial-and-error proce-
dures, the residue of learning from the acci-
dents of past experience, and pragmatic in-
1 We are indebted to Nancy Block, Hilary Cohen,
and James Glenn for computational, editorial, and
intellectual help; to the Institute of Sociology, Uni-
versity of Bergen, and the Institute of Organization
and Industrial Sociology, Copenhagen School of Eco-
nomics, for institutional hospitality and useful dis-
cussions of organizational behavior; and to the Ford
Foundation for the financial support that made our
collaboration feasible. We also wish to acknowledge
the helpful comments and suggestions of S0ren
Christensen, James S. Coleman, Harald Enderud,
Kare Rommetveit, and WiUiam H. Starbuck.
ventions of necessity. The third property is
fiuid participation. Participants vary in the
amount of time and effort they devote to
different domains; involvement varies from
one time to another. As a result, the bounda-
ries of the organization are uncertain and
changing; the audiences and decision makers
for any particular kind of choice change
capriciously.
These properties of organized anarchy
have been identified often in studies of orga-
nizations. They are characte ...
Decision making models
The document discusses several decision making models, including rational models that seek an optimal outcome, bounded rational models that recognize limitations in information and options, and other tools like the Vroom-Jago model for determining whether to make a decision individually or as a group. It also covers models for assigning roles in decision making such as the Bain model and approaches like WRAP and Six Thinking Hats that attempt to address weaknesses in rational models by considering multiple perspectives.
Session 7 groups bba g-i - introduction to management - decision making and ...
This document summarizes key points from a lecture on managerial decision making and information technology. It discusses what decisions are, different types of decisions, and three models of decision making - classical, administrative, and political. It also outlines the six steps in the managerial decision making process and techniques for improving decision making such as participative decision making. Finally, it covers decision styles and levels of participation in decision making by subordinates.
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The document discusses various topics related to decision making including:
1) The rational decision making model involves 8 steps from identifying a problem to evaluating a solution. It also discusses certainty, uncertainty, and risk.
2) Creative potential involves expertise, creative thinking skills, and intrinsic motivation to work on interesting challenges.
3) Rational decisions are value maximizing within constraints while bounded rationality uses simplified models. People may satisfice by choosing good enough solutions.
4) Common errors include heuristics like availability bias and groupthink when escalating commitment.
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1) The rational decision making model and its assumptions of rationality.
2) The limits of rationality and bounded rationality.
3) The two types of decision problems and two types of decisions.
4) Factors that influence decision making such as heuristics, decision styles, and group dynamics.
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This document provides an overview of communication, decision making, problem solving, and partnership/networking concepts for management. It discusses the importance of communication in management, types of communication, and effective listening and feedback. Decision making concepts covered include approaches, skills, factors influencing the process, and traps to avoid. Problem solving is described as a four step process of identifying the problem, generating alternatives, selecting a solution, and implementing/evaluating. Partnership and networking are defined as formal or informal arrangements to work towards a common goal, and the importance of establishing these relationships is discussed.
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1) Organizational decision making involves identifying problems and developing solutions. It has two main stages - problem identification and problem solution.
2) Individual decision making can follow a rational model of maximizing choices within constraints, or a bounded rational model of using simplified models. People often satisfice rather than optimize by seeking satisfactory rather than perfect solutions.
3) The garbage can model views organizational decision making as an unordered mix of problems, solutions, participants, and choices rather than a rational sequential process. Solutions may be proposed without problems or choices made without solving problems.
session13&14.pptx
This document discusses decision making and the decision making process. It begins by outlining learning objectives related to decision making, such as explaining the difference between programmed and non-programmed decisions. It then defines decision making and discusses types of decisions including certainty, risk, uncertainty and ambiguity. The document outlines models of decision making including the classical, administrative and political models. It also details the six step decision making process and discusses factors that can lead to bad decisions. Finally, it explores group decision making techniques like structured conflict, the Delphi technique and electronic brainstorming.
Decision Making in Management
Decision making is the process of recognizing a problem, generating alternatives, choosing an alternative, taking action, and assessing results. It is a core part of management. There are various types of decisions including strategic, tactical, programmed, and non-programmed. The decision making process involves defining objectives, identifying problems, evaluating alternatives, choosing an alternative, taking action, and providing feedback. Effective decision making is action-oriented, goal-directed, and ensures efficient implementation.
Dicision Making - Business Admintration Class
The document discusses several key aspects of decision making including:
1) The rational decision making model involves identifying problems, criteria, alternatives, and selecting the optimal alternative.
2) Decision making involves varying degrees of certainty, risk, and uncertainty depending on how much is known about outcomes.
3) Bounded rationality recognizes that people have limited cognitive abilities and use heuristics and "satisficing" to make feasible rather than optimal decisions.
4) Well-structured problems have clear solutions while poorly structured problems are complex with ambiguity.
Decision making
The document provides an overview of business decision making. It discusses key concepts such as the types of decisions managers make, the decision-making process, models of decision making, and tools that can be used. Some of the main points covered include:
- Managers are responsible for making independent decisions to efficiently execute organizational functions.
- Decision-making involves selecting the best alternative from multiple options to solve problems like crises, opportunities, or routine issues.
- Models of rational decision making assume managers logically choose alternatives to maximize goals, though bounded rationality recognizes limits to rationality.
- Quantitative and qualitative tools can help structure decision making, including techniques like marginal analysis, decision trees, and brainstorming
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This document provides an overview of decision making and the decision making process. It describes the 10 learning outcomes which include identifying the steps in the decision making process, assumptions of the rational decision making model, limits to rationality, certainty, risk and uncertainty. It also discusses types of decision problems, heuristics, decision making styles, advantages and disadvantages of group decisions, and techniques for improving group decision making.
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This document provides an overview of decision making and the decision making process. It describes the 10 learning outcomes which include understanding the rational decision making model, bounded rationality, decision styles, and techniques for improving group decision making. The document then outlines the steps in the decision making process and defines key terms like problem, decision criteria, certainty, risk, and uncertainty. It discusses the assumptions of rational decision making and limits to rationality. Finally, it explores different types of decisions, decision making aids, and factors that influence decision making such as heuristics, technology, and group dynamics.
decision making and problem solving
Problem solving is a cognitive process used to achieve goals when no obvious solution is apparent. It involves defining the problem, gathering information, analyzing the problem from different perspectives, generating potential alternatives, selecting the best alternative, and implementing it. Expert problem solvers have better memory, classify problems by principles, use established procedures, and work towards goals. The problem solving process involves skill, tools, and defined steps like defining the issue, collecting data, analyzing causes, considering options, deciding on a solution, and implementing it.
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This document outlines the steps in effective decision making. It begins by defining decision making as the process of choosing a course of action to deal with a problem or opportunity. It then describes the typical decision making process of defining the problem, identifying alternatives, gathering data, making a decision, and evaluating. The document also discusses different types of decisions like programmed versus nonprogrammed, as well as different approaches to decision making such as rational versus bounded rationality. It concludes by noting that all decision making involves weighing risks and rewards.
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This document discusses decision making and various aspects related to it. It covers:
- The decision making process and its key steps like information gathering, evaluating alternatives, and selecting an option.
- Individual and organizational decision making approaches. Individual decisions are faster but limited by information, while organizational decisions involve multiple stakeholders.
- Models of organizational decision making like rational, bounded rationality, garbage can, and contingency models. These models account for real-world limitations and complexities.
- The role of management information systems in supporting decision making with timely, accurate data and analysis to facilitate planning and control. Decision support systems are also discussed.
- Methods for decision making like payoff matrices and decision trees to
Strategic Decision Making Process
This document provides an overview of strategic decision making. It discusses rational models of decision making and their key criteria. It also examines limitations of rational decision making in practice, including individual limitations like bounded rationality and organizational limitations like existing decision processes. Additionally, it outlines a process for strategic risk assessment and considers competitive reactions. A practical model for effective strategic decision making is proposed, and the document concludes by noting decision making often varies in practice.
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Organized anarchies are organizations characterized hy problematic preferences,
unclear technology, and fluid participation. Recent studies of universities, a fami-
liar form of organized anarchy, suggest that such organizations can be viewed for
some purposes as collections of choices looking for problems, issues and feelings
looking for decision situations in which they might he aired, solutions looking for
issues to which they might he an answer, and decision makers looking for work.
These ideas are translated into an explicit computer simulation model of a gar-
hage can decision process. The general implications of such a model are descrihed
in terms of five major measures on the process. Possible applications of the model
to more narrow predictions are illustrated by an examination of the models pre-
dictions with respect to the effect of adversity on university decision making.
Gonsider organized anarchies. These are
organizations—or decision situations—char-
acterized by three general properties.^ The
first is problematic preferences. In the organi-
zation it is difiBcult to impute a set of prefer-
ences to the decision situation that satisfies
the standard consistency requirements for a
theory of choice. The organization operates
on the basis of a variety of inconsistent and
ill-defined preferences. It can be described
better as a loose collection of ideas than as a
coherent structure; it discovers preferences
through action more than it acts on the basis
of preferences.
The second property is unclear technology.
Although the organization manages to sur-
vive and even produce, its own processes are
not understood by its members. It operates
on the basis of simple trial-and-error proce-
dures, the residue of learning from the acci-
dents of past experience, and pragmatic in-
1 We are indebted to Nancy Block, Hilary Cohen,
and James Glenn for computational, editorial, and
intellectual help; to the Institute of Sociology, Uni-
versity of Bergen, and the Institute of Organization
and Industrial Sociology, Copenhagen School of Eco-
nomics, for institutional hospitality and useful dis-
cussions of organizational behavior; and to the Ford
Foundation for the financial support that made our
collaboration feasible. We also wish to acknowledge
the helpful comments and suggestions of S0ren
Christensen, James S. Coleman, Harald Enderud,
Kare Rommetveit, and WiUiam H. Starbuck.
ventions of necessity. The third property is
fiuid participation. Participants vary in the
amount of time and effort they devote to
different domains; involvement varies from
one time to another. As a result, the bounda-
ries of the organization are uncertain and
changing; the audiences and decision makers
for any particular kind of choice change
capriciously.
These properties of organized anarchy
have been identified often in studies of orga-
nizations. They are characte ...
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This document summarizes key points from a lecture on managerial decision making and information technology. It discusses what decisions are, different types of decisions, and three models of decision making - classical, administrative, and political. It also outlines the six steps in the managerial decision making process and techniques for improving decision making such as participative decision making. Finally, it covers decision styles and levels of participation in decision making by subordinates.
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Azure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UP
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
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Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
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RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
RPMS Template 2023-2024 by: Irene S. Rueco
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Azure Interview Questions and Answers PDF By ScholarHat
Azure Interview Questions and Answers PDF By ScholarHat
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Decision making processes
- 1. Decision Making ProcessesDecision Making Processes
- 2. Good Terms to KnowGood Terms to Know Organizational Decision-makingOrganizational Decision-making Problem identificationProblem identification Problem solutionProblem solution Programmed decisionsProgrammed decisions Nonprogrammed decisionsNonprogrammed decisions
- 3. Individual Decision MakingIndividual Decision Making Two ApproachesTwo Approaches Rational ApproachRational Approach When do we use it?When do we use it?
- 5. Individual Decision MakingIndividual Decision Making Bounded Rationality PerspectiveBounded Rationality Perspective When do we use it?When do we use it? Intuitive Decision-makingIntuitive Decision-making Nonprogrammed=Nonprogrammed= Programmed=Programmed=
- 6. Organizational Decision MakingOrganizational Decision Making What is it?What is it? Four modelsFour models Management Science ApproachManagement Science Approach Carnegie ModelCarnegie Model Incremental Decision Making ProcessIncremental Decision Making Process Garbage Can ModelGarbage Can Model
- 7. Management Science ApproachManagement Science Approach Similar to rational individual approachSimilar to rational individual approach StructuredStructured TechnologyTechnology
- 8. Carnegie ModelCarnegie Model CoalitionsCoalitions Why use coalitions?Why use coalitions? ImplicationsImplications SatisficationSatisfication Short-term outlookShort-term outlook Discussion and bargainingDiscussion and bargaining Problem identification and implementationProblem identification and implementation strategiesstrategies
- 9. Incremental Decision ProcessIncremental Decision Process ModelModel Focuses on sequence of events fromFocuses on sequence of events from problem discovery to solutionproblem discovery to solution
- 11. Learning OrganizationsLearning Organizations What are they?What are they? How are they different from otherHow are they different from other organizations?organizations? Two Approaches to Decision MakingTwo Approaches to Decision Making Combine Incremental Process & CarnegieCombine Incremental Process & Carnegie ModelsModels Garbage Can ModelGarbage Can Model
- 12. Garbage Can ModelGarbage Can Model Extremely organic environmentsExtremely organic environments Three CausesThree Causes Problematic preferencesProblematic preferences Unclear, poorly understood technologyUnclear, poorly understood technology TurnoverTurnover
- 13. Garbage Can ModelGarbage Can Model Stream of EventsStream of Events ProblemsProblems Potential solutionsPotential solutions ParticipantsParticipants Choice opportunitiesChoice opportunities ConsequencesConsequences
- 14. Garbage Can ModelGarbage Can Model
- 15. Contingency Decision-MakingContingency Decision-Making Two dimensionsTwo dimensions Problem consensusProblem consensus Technical knowledge about solutionsTechnical knowledge about solutions
- 17. Special Decision CircumstancesSpecial Decision Circumstances High Velocity EnvironmentsHigh Velocity Environments CharacteristicsCharacteristics How to overcome themHow to overcome them Decision Making & LearningDecision Making & Learning Escalating CommitmentEscalating Commitment Why does it happen?Why does it happen?
- 18. THANK YOUTHANK YOU SYED SADATHSYED SADATH CMR-MBACMR-MBA