MBA 500 R3Workshop 1

Foundations of Problem-Foundations of Problem-Based LearningBased Learning

Joseph Lewis Aguirre

This Afternoon - The ViewThis Afternoon - The View

• 6:00 – 7:15 Background and philosophy behind PBL and MBA v. 20Per PowerPoint slide show

• Q and A• 10:15 – 10:30 break• 7:30 – 8:00 • 8:00 - 10 Process•• Designate a “facilitator”• Assemble Learning Teams• Distribute ONLY the scenario to each learning team• Give the scenario guide ONLY to the facilitator• Facilitator leads the group in the first 1 or 2 steps.• Request an additional volunteer to facilitate the remaining steps 2 and 3 only. • General Q and A and distribution of the “answers” via the scenario guide for

ALL to process what was learned.

WS1: Goals for Today WS1: Goals for Today

• Define the value of the MBA.• University of Phoenix Vs other MBA’s• Value of critical thinking in decision making.• UOP Library.• APA method for scholastic writing.• Center for Writing Excellence.• Plagiarism Checker.• Collaborative learning.

MP-WS1-T1 MP-WS1-T1

Self Introduction Self Introduction

• Name• Background• Home location and Place you facilitate• Courses you facilitate• Occupation/location• One thing about me (something unique

about yourself nobody would know you would feel comfortable sharing)

• Myers Briggs Tendency Indicator (MBTI)• Write this information on your name tents,

you will use it for choosing teams

Personal Positioning Statement Personal Positioning Statement

Simulating a generalized communication system

How do You Spell Success How do You Spell Success

• Being successful in our occupation requires:– Lifelong Learning– Constant Personal and Professional Updating– Always working to improve to stay ahead of the

competitors– Integrating Technology into personal and

professional plans– Being multidimensional– Love what you do, do what you love!– Do you agree????????

What I Must Do What I Must Do

• YOUR THOUGHTS?

• If Joseph were to help me with………

in this class, I know I can complete THIS class and the program.

“Trying to teach people who have never practiced is worse than a waste of time – it

demeans management”.

Dr. Henry Mintzberg

Managers or MBAs?Managers or MBAs?

What Employers WantWhat Employers Want

Skill Percent of Employers who rated this as

“important” or “very important”*

Interpersonal & Communication Skills

96%

Learning Aptitude & Desire to Grow

95%

Collaboration and Teamwork 93%

Creative Problem Solving 92%

Citation from the book Managers Not MBAs, by renown author Henry Mintzberg

Note: Dr. Mintzberg obtained his PhD and his MS in Management from MIT's Sloan School of Management and is well known for his studies of strategic development and of managerial practice.

Managers or MBAs?Managers or MBAs?

Student Web Page https://mycampus.phoenix.edu/login.asp 

rEsource

Access to electronic course materials on Student Web Page. Electronic materials include the syllabus, required readings, additional articles, and a variety of multimedia materials to enhance educational experience

Course BasicsCourse Basics

Center for Writing Excellence - Accessible from Student Web Page. Link is located under the Services menu on the main page. Once you access the page, you’ll see two buttons at the bottom: Reviewing Services and Tutorials & Guides.

Course BasicsCourse Basics

Reviewing Services- Upload drafts of papers & within 48 hours, you’ll have feedback regarding how to improve your academic papers, as well as your writing style.

Course BasicsCourse Basics

Tutorial & Guides- Contains helpful resources:

• The Grammar Expert:

• Longman Exercise Zone: -This site contains a diagnostic test that will give you specific feedback regarding your grammatical strengths and weaknesses so you’ll know exactly what tutorial you need to take!

Course Basics- TutorialsCourse Basics- Tutorials

Tutorial & Guides- Contains helpful resources:

• Common Errors in English: • APA Sample Paper–Referencing the

APA Publication Manual: • Plagiarism Tutorial: •  University of Phoenix Library Tutorial:

Microsoft® Tips and Tools:

Course Basics- Tutorials, Cont.Course Basics- Tutorials, Cont.

Decision Making FrameworkDecision Making Framework

Strategic Management Executives, Directors

-Transformation

Tactical Management Business Unit Managers

-Effective, right thing

Operational Management

Efficient, do thing right

Decision Structure

Structured

Semi Structured

Un Structured

Information Characteristics

Ad Hoc Unscheduled Summarized Infrequent Forward looking External Wide Scope

Pre specified Scheduled Detailed Frequent Historical Internal Narrow Focus

RELATIVE TIME SPAN

Business Professionals

WS2: Key Concepts in Decision Making WS2: Key Concepts in Decision Making

• Justify the use of decision-making models.• Analyze the elements of decision-making models.• Perform a situation analysis.• Differentiate between symptoms and problems.• Develop alternative solutions.• Evaluate alternative solutions.• Describe how personal, cultural, and

organizational values impact ethical decision-making.

• Select the best possible solution.

WS3: Critical Analysis in Decision Making

WS3: Critical Analysis in Decision Making

• Examine the 9-step decision-making model.• Explain each step of the problem-solving model.• Explain the interrelationship among the problem

solution, individual ethical values, and stakeholder values.

• Create an effective presentation.

WS4: Key Concepts of Problem Based Learning

WS4: Key Concepts of Problem Based Learning

• Evaluate information sources.• Apply the principles of generic benchmarking.• Describe how content in problem based learning

(PBL) is applied to the scenario.• Impact of Risk and Ethics on Decision Making

WS5: Impact of Risk and Ethics on Decision Making

WS5: Impact of Risk and Ethics on Decision Making

• Assess the risk of alternative action.• Evaluate the probability and severity of risk

factors.• Describe ways to mitigate risk.• Infer stakeholder values with limited information.

WS6: Critical Analysis of Business Solutions

WS6: Critical Analysis of Business Solutions

• Develop measures (metrics) for performance evaluation, the success of implementation, and the attainment of end-state goals.

WS1: MBA Tools and Competencies WS1: MBA Tools and Competencies

• Define the value of the MBA.• University of Phoenix Vs other MBA’s• Value of critical thinking in decision making.• UOP Library.• APA method for scholastic writing.• Center for Writing Excellence.• Plagiarism Checker.• Collaborative learning.

WS1: MBA Tools and Competencies WS1: MBA Tools and Competencies

• Define the value of the MBA.• University of Phoenix Vs other MBA’s• Value of critical thinking in decision making.• UOP Library.• APA method for scholastic writing.• Center for Writing Excellence.• Plagiarism Checker.• Collaborative learning.

WS1: MBA Tools and Competencies WS1: MBA Tools and Competencies

• Define the value of the MBA.• University of Phoenix Vs other MBA’s• Value of critical thinking in decision making.• UOP Library.• APA method for scholastic writing.• Center for Writing Excellence.• Plagiarism Checker.• Collaborative learning.

WS1: MBA Tools and Competencies WS1: MBA Tools and Competencies

• Define the value of the MBA.• University of Phoenix Vs other MBA’s• Value of critical thinking in decision making.• UOP Library.• APA method for scholastic writing.• Center for Writing Excellence.• Plagiarism Checker.• Collaborative learning.

MP-WS1-T2 MP-WS1-T2

The Tip of the IcebergThe Tip of the Iceberg

Issues

The Tip of the IcebergThe Tip of the Iceberg

The Tip of the IcebergThe Tip of the Iceberg

1. Scarce resources

2. Lack of information

3. Conflicting values, interests, or belief systems

4. Power imbalances

5. Physiological (illness)

6. Hidden agendas

EXPERT ADVICEEXPERT ADVICESOURCES OF CONFLICT SOURCES OF CONFLICT

• Identification and discussion of issues by team members

• Use of appropriate listening and questioning skills• Team members’ ability to manage strong feelings• Team members’ ability to separate interests from

positions• Willingness to discuss issues and needs to mutual

resolution (win-win)• Individual use of critical thinking skills• Allows for change to occur

EXPERT ADVICEEXPERT ADVICEHEALTHY CONFLICT IN TEAMS HEALTHY CONFLICT IN TEAMS

• Individuals are identified as the problem(s) instead of issues

• Distorted communication, rumors, gossip, innuendos, secrets, collusion etc.

• Inappropriate displays of strong emotions; anger and frustration that could lead to violence.

• Individuals are synonymous with positions; polarization

• Team can fragment• Escalation of issues; higher authority, could lead

to legal actions

EXPERT ADVICEEXPERT ADVICEUNHEALTHY CONFLICT IN TEAMS UNHEALTHY CONFLICT IN TEAMS

1. Avoidancea) Low concern for results/assertiveness

b) Low concern for people/cooperation

c) Uncomfortable with conflict

d) May believe that agreement is not possible

e) (Lose-lose orientation)

EXPERT ADVICEEXPERT ADVICECONFLICT MANAGEMENT STYLES CONFLICT MANAGEMENT STYLES

2. Accommodationa) Low concern for results/assertiveness

b) High concern for people/cooperation,

c) Uncomfortable with conflict

d) May be willing to sacrifice own needs in order to meet the needs of another

e) (Lose-win orientation)

3. Competition

4. Compromise

5. Collaboration

EXPERT ADVICEEXPERT ADVICECONFLICT MANAGEMENT STYLES CONFLICT MANAGEMENT STYLES

3. Competition

a) High concern for results/assertiveness

b) Low concern for people/cooperation

c) May enjoy conflict and sacrifice relationships with others in order to win

d) (Win-lose orientation)

4. Compromise

5. Collaboration

EXPERT ADVICEEXPERT ADVICECONFLICT MANAGEMENT STYLES CONFLICT MANAGEMENT STYLES

4. Compromise

a) Moderate concern for results/assertiveness

b) Moderate concern for people/cooperation

c) May not see that a win-win is an option

d) Will give up some interests for others- meets some needs

e) Win/lose: lose/win orientation)

5. Collaboration

EXPERT ADVICEEXPERT ADVICECONFLICT MANAGEMENT STYLES CONFLICT MANAGEMENT STYLES

5. Collaboration • High concern for results/assertiveness• High concern for people/cooperation • Strives to meet the needs of all parties • (Win/win orientation)

EXPERT ADVICEEXPERT ADVICECONFLICT MANAGEMENT STYLES CONFLICT MANAGEMENT STYLES

Window on World of DPWindow on World of DPIntent Need Category

Get it done right Control Ruler Get it done right Accuracy Analyzer Get Along Approval Relater Get Appreciated Attention Entertainer

Relater Entertainer

Analyzer Ruler

Passive Aggressive

Tas

k O

rien

ted

Peo

ple

Ori

ente

d

Non-adversarialattitude toward other

Adversarialattitude toward other

CoercionEvasion

Engagementwith other

Disengagementfrom other

A number value for your organization

A number value for your organizationDetachment Collaboration

Window Into Conflict ResolutionWindow Into Conflict Resolution

Step 1: SWOT

Step 2: Train - Establish the core competencies

Step 3: Coach ~ Support the learning

Step 4: Enable - Remove the obstacles – culture driven

Step 5: Institutionalize ~ Train in-house expertsEstablish a panel of skilled mediators to resolve disputes that are not successfully resolved by the core competencies gained by Training (Step 2) and supported by Coaching (Step 3).

Step 6: Feedback - Compare to benchmarks

Conflict Resolution StrategyConflict Resolution Strategy

30% of a managers time is spent dealing with conflictFortune 500 company executives are involved in litigation related activity 20% of their time.

•   "I think there is a world market for maybe five computers" - Thomas Watson, IBM president, 1943.

• "Television won't last because people will soon get tired of staring at a plywood box every night" - producer Darryl Zanuck, Twentieth-

Century Fox, 1946.       

EXPERT ADVICEEXPERT ADVICEEXPERT ADVICEEXPERT ADVICE

• "There is no need for any individual to have a computer in their home" - Ken Olson, president of Digital Equipment Corp., 1977.

• "640k ought to be enough for anybody" - Microsoft founder Bill Gates, 1981

EXPERT ADVICEEXPERT ADVICEEXPERT ADVICEEXPERT ADVICE

"Cheshire-Puss," she began, rather timidly, "Would you tell me, please, which way I ought to go from

here?"

"That depends a great deal on where you want to get to," said the cat.

"I don't much care where -," said Alice.

"Then it doesn't matter which way you go," said the cat.

--Lewis Carroll Alice in Wonderland

-

WHERE DO I WANT TO GO TODAY?WHERE DO I WANT TO GO TODAY?

“It must be remembered that there is nothing

more difficult to plan, more doubtful of

success, more dangerous to manage, than the

creation of a new system. For the initiator has

the enmity of all who would profit by the

preservation of the old institutions and merely

lukewarm defenders in those who would gain

by the new ones.

— Niccolo Machiavelli

Creating a New SystemCreating a New System

Information Age ParadoxInformation Age Paradox

"Despite the existence of more and better information than ever before, time pressure prevents decision makers from gathering all that they need and from sharing it," -- Peter Tobia, author, "Decision Making in the

Digital Age: Challenges and Responses,"

Planning, Tools and DescriptionsPlanning, Tools and Descriptions

It is not the plan that matters, It’s the planning.

-General Dwight D. Eisenhower

Graphical Diagrams do not constitute a specification….nothing replaces clear, concise text.

- David A. Ruble

Planning, Tools and DescriptionsPlanning, Tools and Descriptions

At a recent study, I commented at one point in our deliberations that we had spent more time on wordsmithing than we had on considering the substance of our report.

-- Robert W. Lucky, VP for Applied Research at Telecordia. NJ

It seems to me language by its very nature is imprecise. I think of each word as inhabiting a fuzzy ball of uncertain semantic meaning….

– Robert W. Lucky

DecisionsDecisions

My BASIC principle is that you don't make decisions because they are easy; you don't make them because they are cheap; you don't make them because they're popular; you make them because they're right

-- Theodore Hesburgh, C.S.C. Former President of Notre Dame

Individual Vs Collective IntelligenceIndividual Vs Collective Intelligence

No one in this world, so far as I know, has ever lost money by underestimating the intelligence of the great masses of the plain people

-H. L. Mencken

Large groups of people are smarter than an elite few, no matter how brilliant—better at solving problems, fostering innovation, coming to wise

decisions, even predicting the future.

-James Surowiecki

1. There must be an awareness of the existence of a gap

2. There must be a perceived need to solve the problem

3. There must be some way to measure the size of the gap

4. The skills and resources needed to solve the problem must be present or at least easily obtainable

Decision Making PreconditionsDecision Making Preconditions

Decision StrategiesDecision Strategies

 

Optimization Satisficing Elimination by aspects – eliminate all alternatives that fail with respect to a particular aspect 

Decision StrategiesDecision Strategies 

Instrumentalism – muddling through – compare alternative courses of action to the current one

Mixed scanning – search for, collection, processing, evaluating and weighing of information. The importance of the decision determines the degree of scanning

Analytical Hierarchical Process

Generalized SystemGeneralized System

Processing

Control

OutputInput

Environment

System

Components, Relationships, Boundaries, Interfaces, Constraints

Modem Communications SystemModem Communications System

Control

ModemModem

Noise

Info Source

Destination

Message Message Received

00100010101000110001111111000110001

Generalized Communications SystemGeneralized Communications System

Transmission Channel

Control

ReceiverTransmitter

Noise

Info Source

Destination

Message Message Received

00100010101000110001111111000110001

Modem Communications SystemModem Communications System

Control

ModemModem

Noise

Info Source

Destination

Message Message Received

00100010101000110001111111000110001

Management RolesManagement Roles

Mintzberg’s 10 Management Roles:

Interpersonal Figurehead Leader Liaison

Informational Monitor Disseminator Spokesperson

Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator

Decision StructureDecision Structure

Structure

Collaborative Non- collaborative

Consensus Majority Weighted Committee Individual

Consensus Majority Weighted

Decision Making ProcessDecision Making Process

Stimulus Decision Maker

Problem Definition

Implementation

Decision Making ProcessDecision Making Process

Intelligent Phase

Objectives Problem statement Data Collection

Design Phase

Modeling Criteria Alternatives

Choice

Solutions to the Model Sensitivity Analysis Plan for implementation

Implementation

Decision Making: IntelligenceDecision Making: Intelligence

Problem Identification

Problem Classification

Problem Ownership

Decision Making: DesignDecision Making: Design

Modeling

Criteria

Alternatives

Decision Making: ChoiceDecision Making: Choice

Search appropriate action- Blind

- Heuristic

Decision Making: EvaluationDecision Making: Evaluation

Multiple Goals

Sensitivity Analysis

What-If

Goal Seeking

Alternative Decision Making ModelsAlternative Decision Making Models

•Paterson’s 5-step

•Pounds’ 8-step

•Kepner-Trego 3-step

•Hammond elements for smart choices

•Cougar’s Creative Problem-Solving

•Pokras’ 6-step

•Bazerman 6-step anatomy of a decision

•Beach’s naturalistic decision theories

Decision MakingDecision Making

1

2

3

5

6

8

710

11

9

16

4

15

14

13

12

17

16

Decision: Commitment to action

Decision Making Knowledge BasedDecision Making Knowledge Based

1

2

3

5

6

8

710

11

9

16

4

15

14

13

12

17

1

2

3

5

6

8

710

11

9

16

4

15

14

13

12

17

Knowledge1Knowledge0

F(h)

Decision Making ContextDecision Making Context

Maturity Concurrency

Management Level

Organizational Design

Knowledge BaseKnowledge Base

1

2

3

5

6

8

710

11

9

16

4

15

14

13

12

17

16

Problem SolvingProblem Solving

Design

Intelligence

Choice

ProblemSpace

ProblemSpace

Decision StylesDecision Styles

Relater Entertainer

Analyzer Ruler

Passive Aggressive

Tas

k O

rien

ted

Peo

ple

Ori

ente

d

Intent Need Category

Get it done right Control Ruler Get it done right Accuracy Analyzer Get Along Approval Relater Get Appreciated Attention Entertainer

Managerial Decision Making and DSS

Managerial Decision Making and DSS

How are decisions made at work?

Decision Making DriversDecision Making Drivers

Decision Making Drivers at Work:

Technology Complexity Competition Globalization Environmental/Regulatory Change

Decision Making Drivers at Large :

DECISION SUPPORT DRIVERSDECISION SUPPORT DRIVERS

•Speed, Timeliness

•Accuracy

•Cost Reduction

•Increased Productivity

•Technical Support

•Quality Support

•Competitive Tool

•Overcome Cognitive Limits in Processing and Storage

Organizational CultureOrganizational Culture

Individual Initiative – individual freedom, independence

Risk Tolerance – degree to which employee is encouraged

Directions – Clarify of objectives and performance

Integration

Management support – clear communication and support

Control – rules and regulations

Identity – Identity to corporate or group

Reward System

Conflict Tolerance

Communications pattern – hierarchical structure

Organizational ResourcesOrganizational Resources

Money

Materials

People

Knowledge

Money

Material

Human

Knowledge

Funds

Products

Services

Knowledge

Feedback

INPUTS RESOURCES OUTPUTS

Organizational CultureOrganizational Culture

Values – risk taking, ethics,

Goals: Clarity, Commitment, Consistency

Structure– reward system consistent with values and goals, accountability, reporting (C3), decision making, walk the talk, feedback

Climate - Enthusiasm, Competition (supporting goals), Creativity. Collaboration. F;exibility, Involvement, Trust. Creative stress/

Environment – Other Teams/organizations, marketplace, Culture, Competition, Pressures

Organizational EffectivenessOrganizational Effectiveness

Values

GOALS

STRUCTURE

CLIMATE

ENVIRONMENT

MarketplaceOther Teams

CultureCompetition

Pressures

Clarity Commitment

Reward System

Reporting Relationships

Feedback System

Behavior Norm

Decision Making

Competition

Enthusiasm

Stress

Trust

Involvement

Flexibility

Collaboration

Mission Philosophy

Accountability

Creativity

Decision StrategiesDecision Strategies Optimization Satisficing Elimination by aspects – eliminate all alternatives that fail with respect to a particular aspect Instrumentalism – muddling through – compare alternative courses of action to the current one Mixed scanning – search for, collection, processing, evaluating and weighing of information. The importance of the decision determines the degree of scanning Analytical Hierarchical Process – decompose the overall decision objective into a a hierarchic structure of criteria, sub-criteria and alternatives

• Information– Qualified Data or Value– relevant– timely

• Associated Symbolic Data

530-34-5880 Joseph L. Aguirre 123 Anywhere 459-2978530-34-5880 Joseph L. Aguirre 123 Anywhere 459-2978

InformationInformation

• Knowledge:– data get organized into information– information gets organized into: concepts,

beliefs, ideas

Info

Info

Info Info

Info

Info

concepts

beliefsideas

KnowledgeKnowledge

Knowledge - BloomKnowledge - Bloom

 Evaluation

Synthesis

Analysis

Application

Comprehension

Knowledge

Benjamin Bloom’s Taxonomy Chart

Knowledge HierarchyKnowledge Hierarchy

 Noise

Data

Information

Knowledge

knowledge

Meta

KnowledgeInformation

DataContextual, relevant, actionable

Relevant, actionableProcessed

KnowledgeKnowledge

Input OutputBlack Box

Any problem can be viewed as a system that we are attempting to analyze and develop an equivalent to:

Problem SolvingProblem Solving