Management 300 Chapter 7 Information
and Decision Making
computer competency - answersis the ability to understand computers and to use them
to their best advantage
information competency - answersis the ability to locate, gather, evaluate, organize and
analyze information for decision making and problem solving
data - answersraw facts and observations
information - answersis data made useful for decision making
criteria for useful information - answerstimely
high-quality
complete
relevant
understandable
internal information - answersflows downward in such forms as goals, instructions, and
feedback. flows horizontally in ways that assist in cross -functional coordination and
problem solving. flows upward in such forms as performance reports, suggestions for
improvement, and even disputes
information systems - answersuse the latest information technology to collect, organize
and distribute data in such a way that they become meaningful as information
management information systems - answersmeet the information needs of managers in
making daily decisions .
ways IT breaks barriers - answersby helping people work with different departments,
levels, and physical locations. it is easy to communicate and share information.
computers replace people whose jobs were devoted to primarily to moving information.
This creates opportunities for faster decision making.
planning advantages of IT - answersbetter and more timely access to useful
information, involving more people in the planning process
, organizing advantages of IT - answersmore ongoing and informed communication
among all parts, improving coordination and integration
leading advantages of IT - answersmore frequent and better communication with staff
and diverse stakeholders, keeping objectives clear.
controlling advantages of IT - answersmore immediate measures of performance
results, allowing real-time solutions to problems.
problem solving - answersthe process of identifying a discrepancy between and actual
and desired state of affairs, and then taking action to resolve it.
decision - answerschoices among alternative possible courses of action
performance threat - answersis a situation in which something is obviously wrong or has
the potential to go wrong
performance opportunity - answersis a situation that offers the chance for a better future
if the right steps are taken
problem avoiders - answerspersons who ignore information that would otherwise signal
the presence of a performance opportunity or threat. They are passive in information
gathering, not wanting to make decisions and deal with problems
problem solvers - answerspersons who are willing to make decisions and deal with
problems. They are reactive in gathering information to solve problems after, but not
before, the occur.
problem seekers - answersmanagers who actively process information and constantly
look for problems to solve. problem seekers are proactive and forward thinking.
systematic thinking - answersbreaks a complex problem into smaller components and
then address's them in a logical integrated fashion
intuitive thinking - answersis more flexible and spontaneous in problem solving. this
process uses a quick and broad evaluation of the situation and the possible alternative
course of action. Managers who are intuitive can be expected to deal with many aspects
of a problem at once, jumping from one issue to another.
multidimensional thinking - answersis the ability to view many problems at once in
relationship to one another and across both long and short time horizons
strategic opportunism - answersthe ability to remain focused on long term objectives
while being flexible enough to resolve short term problems and opportunities in a timely
manner.
and Decision Making
computer competency - answersis the ability to understand computers and to use them
to their best advantage
information competency - answersis the ability to locate, gather, evaluate, organize and
analyze information for decision making and problem solving
data - answersraw facts and observations
information - answersis data made useful for decision making
criteria for useful information - answerstimely
high-quality
complete
relevant
understandable
internal information - answersflows downward in such forms as goals, instructions, and
feedback. flows horizontally in ways that assist in cross -functional coordination and
problem solving. flows upward in such forms as performance reports, suggestions for
improvement, and even disputes
information systems - answersuse the latest information technology to collect, organize
and distribute data in such a way that they become meaningful as information
management information systems - answersmeet the information needs of managers in
making daily decisions .
ways IT breaks barriers - answersby helping people work with different departments,
levels, and physical locations. it is easy to communicate and share information.
computers replace people whose jobs were devoted to primarily to moving information.
This creates opportunities for faster decision making.
planning advantages of IT - answersbetter and more timely access to useful
information, involving more people in the planning process
, organizing advantages of IT - answersmore ongoing and informed communication
among all parts, improving coordination and integration
leading advantages of IT - answersmore frequent and better communication with staff
and diverse stakeholders, keeping objectives clear.
controlling advantages of IT - answersmore immediate measures of performance
results, allowing real-time solutions to problems.
problem solving - answersthe process of identifying a discrepancy between and actual
and desired state of affairs, and then taking action to resolve it.
decision - answerschoices among alternative possible courses of action
performance threat - answersis a situation in which something is obviously wrong or has
the potential to go wrong
performance opportunity - answersis a situation that offers the chance for a better future
if the right steps are taken
problem avoiders - answerspersons who ignore information that would otherwise signal
the presence of a performance opportunity or threat. They are passive in information
gathering, not wanting to make decisions and deal with problems
problem solvers - answerspersons who are willing to make decisions and deal with
problems. They are reactive in gathering information to solve problems after, but not
before, the occur.
problem seekers - answersmanagers who actively process information and constantly
look for problems to solve. problem seekers are proactive and forward thinking.
systematic thinking - answersbreaks a complex problem into smaller components and
then address's them in a logical integrated fashion
intuitive thinking - answersis more flexible and spontaneous in problem solving. this
process uses a quick and broad evaluation of the situation and the possible alternative
course of action. Managers who are intuitive can be expected to deal with many aspects
of a problem at once, jumping from one issue to another.
multidimensional thinking - answersis the ability to view many problems at once in
relationship to one another and across both long and short time horizons
strategic opportunism - answersthe ability to remain focused on long term objectives
while being flexible enough to resolve short term problems and opportunities in a timely
manner.
