ORGMAN

choices that are logical and consistent and maximize value

decision making that’s rational, but limited by an individual’s ability to process information

accepting solutions that are “good enough”

making decisions on the basis of experience, feelings, and accumulated judgment

the systematic use of the best available evidence to improve management practice.

decision-making approach where you solicit ideas and input from a network of people outside of the traditional set of decision makers.

straightforward, familiar, and easily defined problems

repetitive decisions that can be handled by a routine

approach

a series of sequential steps used to respond to a well-structured

problem

an explicit statement that tells managers what can or cannot be done