Management Information Systems Chapter 12 – Flashcards

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unstructured decisions
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Nonroutine decisions in which the decision maker must provide judgement evaluation, and insights into the problem definition; there is no agreed upon procedure for making such decision
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structured decisions
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decisions that are repetitive, routine, and have a definite procedure for handling them
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semistructured decisions
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Decisions in which only part of the problem has a clear-cut answer provided by an accepted procedure
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intelligence
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the first of Simon's four stages of decision making, when the individual collects information to identify problems occurring in the organization
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design
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Simon's second stage of decision making, when the individual conceives of possible alternative solutions to a problem
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choice
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Simon's third stage of decision making, when the individual selects among the various solution alternatives
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implementation
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Simon's fourth stage of decision-making, when the individual puts the decision into effect and reports on the progress of the solution
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classical model of management
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Traditional description of management that focused on its formal functions of planning, organizing, coordinating, deciding, and controlling.
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behavioral models
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descriptions of management based on behavioral scientists' observations of what managers actually do in their jobs
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managerial roles
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expectations of the activities that managers should perform in an organization
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interpersonal role
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Mitzberg's classification for managerial roles where managers act as figureheads and leaders for the organization
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informational roles
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Mintzberg's classification for managerial roles where managers act as the nerve centres of their organizations, receiving and disseminating critical information
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decisional roles
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Mintzberg's classification for managerial roles where managers initiate activities, handle disturbances, allocate resources, and negotiate conflicts
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data visualization
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Technology for helping users see patterns and relationships in large amounts of data by presenting the data in graphical form.
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geographic information system (GIS)
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system with software that can analyze and display data using digitized maps to enhance planning and decision-making
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sensitivity analysis
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models that ask "what if" questions repeatedly to determine the impact of changes in one or more factors on the outcomes
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pivot table
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spreadsheet tool for reorganizing and summarizing two or more dimensions of data in a tabular format
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balanced scorecard method
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Framework for operationalizing a firms strategic plan by focusing on measurable financial, business process, customer, and learning and growth outcomes of firm performance.
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key performance indicators (KPIs)
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Measures proposed by senior management for understanding how well the firm is performing along specified dimensions.
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business performance management (BPM)
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attempts to systematically translate a firm's strategies (e.g., differentiation, low-cost producer, market share growth, and scope of operation) into operational targets
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drill down
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The ability to move from summary data to lower and lower levels of detail.
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group decision-support systems (GDSS)
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An interactive computer-based system to facilitate the solution to unstructured problems by a set of decision makers working together as a group
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Location analytics
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Ability to gain insights from the location (geographic) component of data, including location data form mobile phones, output from sensors or scanning devices, and data from maps
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Operational intelligence
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Business analytics that deliver insight into data, streaming events and business operations
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Predictive Analytics
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The use of data mining techniques, historical data, and assumptions about future conditions to predict outcomes of events, such as the probability a customer will respond to an offer or purchase a specific product
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