mosley 9e ppt_ch03
TRANSCRIPT
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CHAPTER 3
DECISION MAKING, PROBLEM SOLVING,
AND ETHICS
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
• Explain the role of decision making in the supervisor’s job
• Discuss why supervisors need to make so many decisions
• Define decision making and identify at least four elements involved
• Discuss how decisions are made• Name some factors to keep in mind when
making decisions
LEARNING OBJECTIVES
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• Decide whether to use the individual approach or the group approach when making decisions
• Discuss some ways of improving decision making
• Explain the role of ethics in the organization’s and supervisor’s decision making
LEARNING OBJECTIVES
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ROLE OF DECISION MAKING IN MANAGEMENT
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ROLE OF DECISION MAKING IN MANAGEMENT
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EXHIBIT 3.1 - DECISION MAKING IS THE HEART OF SUPERVISORY MANAGEMENT
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• Reason why supervisors make more decisions• They operate on a production oriented, day-to-
day, and person-to-person basis • Employees look for more direction, assistance,
guidance, and protection from them• Spend more time socializing with others
• The lower the level of management, the greater the span of management• Span of management: Number of immediate
employees a manager can supervise effectively
DECISIONS AND SUPERVISORS
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• Considering and selecting a course of action from among alternatives to produce a desired result
• Elements
• Decision may not be needed
• Decisions involve the future
• Conscious process
• Involves more than one alternative solution
DECISION MAKING
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EXHIBIT 3.2 - DECISION-MAKING PROCESS
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TYPES OF DECISIONS
• Routine and repetitive decisions• Handled in a systematic way
Programmed decisions
• Occur infrequently • Require a different response each time
Non-programmed decisions
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• Opportunity: Chance for development • Problem: Existing unsatisfactory situation
causing anxiety or distress• Supervisors should:
• Identify problems and their cause(s)• Analyze complex and involved situations• Solve problems by removing their cause(s)• Recognize that opportunities represent
progress
HOW DECISION MAKING AND PROBLEM SOLVING RELATE
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• Progress and advancement comes from:• Seeking and identifying opportunities• Recognizing the emotions, needs, and
motivations of the people involved• Analyzing ways of satisfying them
HOW DECISION MAKING AND PROBLEM SOLVING RELATE
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• Define the idea or problem• Develop alternatives
• Alternatives: Possible courses of action that can satisfy a need or solve a problem
• Collect, interpret, and evaluate information about each alternative
STEPS IN DECISION MAKING
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• Select the preferred alternative• Cost/benefit analysis: Estimating and comparing
the costs and benefits of alternatives• Risk analysis
• Risk: Possibility of defeat, disadvantage, injury, or loss
• Implement the decision• Follow up and evaluate
• Make changes, if needed
STEPS IN DECISION MAKING
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• Helps identify an individual’s personal style• Dimensions that are directly related to decision
making and problem solving• Sensing versus intuition • Thinking versus feeling
MYERS-BRIGGS TYPE INDICATOR® (MBTI®)
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EXHIBIT 3.6 - CHARACTERISTICS OF DIFFERENT PERSONALITY TYPES
Source: Reproduced by special permission of the publishers, Consulting Psychologists Press, Inc., Palo Alto, CA 94303, from Introduction to Type by Isabel Briggs Myers. Copyright 1980 by Consulting Psychologists Press, Inc. All rights reserved. Further reproduction is prohibited without the publisher’s consent.
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©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
EXHIBIT 3.6 - CHARACTERISTICS OF DIFFERENT PERSONALITY TYPES
Source: Reproduced by special permission of the publishers, Consulting Psychologists Press, Inc., Palo Alto, CA 94303, from Introduction to Type by Isabel Briggs Myers. Copyright 1980 by Consulting Psychologists Press, Inc. All rights reserved. Further reproduction is prohibited without the publisher’s consent.
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• Provides guidelines on the extent to which subordinates are involved in decision making or problem solving
• Factors affecting employee involvement in decisions• Situation• Quality of information available • Importance of subordinates’ acceptance of the
decision• Time to make the decision
THE VROOM-YETTON MODEL
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ALTERNATIVE PARTICIPATION STYLES
•Making the decision with the current available information •Obtaining necessary information from the subordinates and then
making the decision
Autocratic
•Getting pointers from subordinates individually and then making the decision
•Sharing the problem with subordinates in a group meeting and getting suggestions after which a decision is made
Consultative
•Generating and evaluating the alternatives together with the subordinates and reaching a solution
Group consensus
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EXHIBIT 3.8 - DECISION TREE, GOVERNING GROUP PROBLEMS
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• Synergy: The whole is greater than the sum of the parts• Applicable in the use of teams and ad hoc task
forces in problem solving• Creativity: Developing something unique or
original• Right-hemispheric functions are frequent
catalyst for solution alternatives
SYNERGY AND CREATIVITY
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• Right-hemisphere functions are used as thought generators
• Left-brained functions are used to evaluate and judge which insights are good and cost effective
• Results in effective whole-brained creativity
DEFERRED JUDGMENT
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• Freely thinking of ideas without evaluating them as they are generated
• Guidelines for participating team members• Favor quantity over quality• Refrain from judging contributions• Avoid censoring• Feel free to offer variants and build on one
another’s ideas
BRAINSTORMING
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• Used to:• Define all possible problems• Redefine problems• Determine all possible cause for a problem• List all possible actions for implementing the
chosen solution
BRAINSTORMING
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• Makes use of fluency and flexibility to achieve creativity• Fluency: Ability to let ideas flow• Flexibility: Ability to use free association to
generate or classify ideas in categories• Involves considerable participation in the
process• Final decision is made by one person
CRAWFORD SLIP TECHNIQUE
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• Structured group technique for generating ideas
• Techniques used• Round-robin individual responses• Group sharing without criticism• Written balloting• Brainstorming
NOMINAL GROUPING TECHNIQUE
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• Ethics: Standards used to judge the rightness or wrongness of one person’s behavior toward others
• Levels of behavior from highest to lowest• Personal ethics• Adherence to professional and organizational
code of ethics• Adherence to the law of the land
ETHICAL CONSIDERATIONS
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EXHIBIT 3.11 - THE THREE PILLARS OF ETHICAL ORGANIZATIONS
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• Alternatives• Brainstorming• Cost/benefit analysis• Crawford Slip Technique• Creativity• Decision making• Decision tree• Ethical organization• Ethics• Flexibility• Fluency
IMPORTANT TERMS• Myers-Briggs Type Indicator
(MBTI)• Nominal grouping technique
(NGT)• Nonprogrammed decisions• Opportunity• Problem• Programmed decisions• Risk• Synergy• Span of management• Vroom-Yetton model
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