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Creative Problem Solving and Decision Making
Creative Problem Solving and Decision Making
Problem
Exists whenever objectives are not being met. What is happening vs. what is wanted to happen
Problem Solving
The process of taking corrective action to meet objectives.
Decision Making
The process of selecting an alternative course of action that will solve a problem. First decision is whether to take corrective action.
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Decision-Making Styles
Reflexive Style
Makes quick decisions without taking the time to get all the information that may be needed and without considering all the alternatives.
Reflective Style
Takes plenty of time to make decisions, gathering considerable information and analyzing several alternatives.
Consistent Style
Tends to make decisions without either rushing or wasting time.
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Decision Structure
Programmed Decisions
Recurring or routine situations in which the decision maker should use decision rules or organizational policies and procedures to make the decision.
Nonprogrammed Decisions
Significant and nonrecurring and nonroutine situations in which the decision maker should use the decision-making model.
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Programmed Decision: Nonsignificant, recurring, and routine (Shorter period of time to make decisions)
Exhibit 42
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Decision-Making Conditions
Certainty
Each alternatives outcome is known in advance.
Risk
Probabilities can be assigned to each outcome.
Uncertainty
Lack of information or knowledge makes the outcome of each alternative unpredictable such that no probabilities can be determined.
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Decision-Making Models
Rational Model (Classical Model)
The decision maker attempts to use optimizing, selecting the best possible alternative.
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Exhibit 43
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Potential Advantages
1. Better-quality decisions 2. More information, alternatives, creativity, and innovation 3. Better understanding of the decision 4. Greater commitment to the decision 5. Improved morale and motivation 6. Good training
Potential Disadvantages
1. Wasted time and slower 2. Satisficing 3. Domination and goal displacement 4. Conformity and groupthink
Exhibit 45
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Exhibit 45 contd
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Setting Criteria
Involves setting standards that an alternative must meet to be selected as the decision that will accomplish the objective.
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Creativity
A way of thinking that generates new ideas
Take some time before working on the problem again to gain additional insight.
Exhibit 47
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Synectics
The process of generating novel alternatives through role playing and fantasizing.
Nominal Grouping
The process of generating and evaluating alternatives using a structured voting method that includes listing, recording, clarification, ranking, discussion, and voting to select an alternative.
Copyright 2006 Thomson Business and Economics. All rights reserved. 421
Delphi Technique
The process of using a series of confidential questionnaires to refine a solution.
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Decision Tree
Exhibit 48
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Exhibit 49
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Exhibit 410
Copyright 2006 Thomson Business and Economics. All rights reserved. 430
Control
Use checkpoints to determine whether the alternative is solving the problem. Avoid escalation of commitment to a bad alternative.
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Source: Adapted from Victor H. Vroom, Leadership and the Decision-Making Process, Organizational Dynamics 28 (4), p. 87. Copyright 2000 with permission from Elsevier.
Exhibit 411a
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Exhibit 411b
Copyright 2006 Thomson Business and Economics. All rights reserved. 433
Development-Driven
Focus
Making effective decisions through maximum development of group members
Value
Orientation
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Chapter 4 Back Up
PowerPoint Presentation by Charlie Cook The University of West Alabama Copyright 2006 Thomson Business and Economics. All rights reserved.
Learning Outcomes
After studying this chapter, you should be able to:
1. Explain the relationship among objectives, problem solving, and decision making. 2. Explain the relationship among the management functions, decision making, and problem solving. 3. List the six steps in the decision-making model. 4. Describe the differences between programmed and nonprogrammed decisions and among the conditions of certainty, uncertainty, and risk. 5. Describe when to use the rational decision-making model versus the bounded rationality model and group versus individual decision making.
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2. 3.
4.
Which techniques could Nike use to analyze the alternatives in the contract decision? Does the amount of the contract given to the young athlete pose a serious financial risk to Nike?
What unethical and socially irresponsible labor practices have critics accused Nike of in recent years? Which decision style from Vrooms participative decision-making model should Nike have used to make the decision to sign the athlete to a contract?
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5. 6.
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