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A. The target.
B. Outliers.
C. Stimuli.
D. The situation.
E. Limitations
A. Philosophical
B. Irrational
C. Economic
D. Uncertainty
E. Technological
A. Are easily solved
B. Present familiar circumstances
C. Force managers to deal with incomplete or ambiguous information
D. Are routine
A. Dodge
B. Resequencing
C. Scrum
D. Adaptation
A. Require more research than solicited letters.
B. Irritate the personnel office staff.
C. Are never read.
D. Almost never result in a job offer
A. Organizing
B. Controlling
C. Decision-making
D. Planning
E. Leading
A. A structure of problem-solving ideas, with its roots based on the organization's mission
B. The hierarchy that must be followed when getting decisions approved
C. A graph of decisions and their possible consequences
D. A location used by Chinese philosopher Confucius in times of intense pressure
E. An organization's decision network
A. Bounded rationality
B. Creativity
C. Decision maximization
D. Satisficing
A. A problem
B. Heuristics
C. Bounded rationality
D. A decision
E. Uncertainty
A. Nonrational
B. Classical
C. Rational
A. Have higher decision-making accuracy when group members know a good deal about the relevant issues
B. Group decision making
C. Nonrational decision making
D. Disadvantages of group decision making
A. Classical
B. Confirmation
C. Procrastinating, passing the buck, or denying the risk of any negative consequences
D. Decision-making style
A. Doing nothing
B. Taking the easiest way out
C. Procrastination, passing the buck, or denying the risk of any negative consequences
D. Finding the most cost-effective solution
E. Frantically getting rid of the problem
A. Forecasting.
B. Combined.
C. Complex.
D. Simulation
A. Maximize his or her decision
B. Understand his or her position
C. Accept the truth of a situation
D. Make any kind of decision
A. Performance threat
B. Root cause of the problem
C. Confirmation error
D. None of these