Untitled Quiz

The likelihood of an outcome based on factual data and observable evidence.

The likelihood of an outcome based on personal judgment and opinion.

A situation where enough information isn't available to estimate the probability of outcomes.

The process of identifying a problem, proposing solutions, evaluating them, and finally selecting a course of action.

Separación de las tareas en partes más pequeñas y manejables para su mejor ejecución.

The quality and reliability of information used in decision-making, impacting the choice of objective or subjective probability.

Criterios que guían el comportamiento y el control en una organización.

Different kinds of problems or events that can cause uncertainty and risk, including economic, physical, personnel, criminal, informational, reputational, and natural disasters.

Steps involved in making a decision; define problem, generate solutions, evaluate, and then choose.

Estructura jerárquica que define el poder y la toma de decisiones en una organización.

Vías a través de las cuales la información fluye dentro de una organización.

There is no single method applicable in all situations.

Métodos para enseñar y formar a los empleados sobre criterios de toma de decisiones.

Modelo de toma de decisiones que reconoce las limitaciones de la información y la capacidad cognitiva humana.

Proceso de seleccionar el mejor curso de acción entre múltiples opciones.

Factores que influyen en el proceso de toma de decisiones, incluyendo certidumbre, riesgo e incertidumbre.

A step-by-step process for making decisions, starting with problem definition and ending with monitoring and control.

Identifying the root cause of a problem. Requires identifying, evaluating, and relating external and internal factors with desired outcomes.

Clearly stating the problem and its causes, using questioning.

Desired outcomes that guide decisions and actions.

Qualitative, high-level objectives.

Specific, measurable goals with timelines and responsibilities.

Decisions made easily with established processes, low risk, and often repeatable.

Written rules or procedures for recurring decisions, in order to establish a consistent approach.

A business strategy where a company adds related goods or services to its existing offerings, potentially through acquisitions or new ventures.

A form of diversification where a company adds unrelated businesses to its portfolio, often by acquiring established companies.

The payment to top managers, often including increased salaries, bonuses, and stock options, tied to company performance.

Contracts giving employees the right to buy company stock at a fixed price within a specific timeframe.

The resources and actions used by a company to achieve its goals in a specific market with interconnected products/services.

Strategies for specific business functions like marketing, operations, finance, and human resources. These support the overall business strategy.

Prioritizing customer needs and desires as the foundation for successful business strategies.

Businesses whose goods or services are naturally connected.

A division or subsidiary within a company offering related goods or services, with its own mission and goals. It often has specific customers or geographic areas.

Methods a company uses to expand its business, including forward integration, backward integration, horizontal integration, related diversification, conglomerate diversification, and organic growth.

A company enters the business of its customers, getting closer to the end consumer.

A company enters the business of its suppliers, often to control components, ensure timely delivery or stabilize prices.

A company acquires competing companies to consolidate and increase its market share.

A company acquires or establishes a business related to its current activities in terms of technology, markets, or products.

Initiatives to foster the growth of a company's current businesses.

Two or more organizations pool resources (material, financial) to achieve specific goals, as an alternative to traditional integration strategies.

Operational plans that support overall business plans, often combining strategic and tactical planning.

A plan detailing how a company will use its resources & production capabilities to support its overall business strategy.

A plan outlining how a company will distribute and sell its products or services.

A plan for securing and allocating company financial resources.

An 8-step process (formulating vision, mission & goals, identifying opportunities & threats, etc.) applicable to various business structures.

High-level statements defining a company's long-term objectives (vision), its purpose (mission), and its concrete targets (goals).

Analyzing external factors (opportunities and threats) to make informed strategic decisions.

A model that analyzes and examines the competitiveness of an industry using factors such as competitors, new entrants, suppliers, customers, and substitute products.