Mosley 9e ppt_ch03

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CHAPTER 3

DECISION MAKING, PROBLEM SOLVING,

AND ETHICS


• 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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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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Mosley 9e ppt_ch03

Education