Essay Questions
Major Essay107. Explain the eight-step traditional, analytical model of decision making.
Answer - 1) Problem identification--before a problem can be solved it must be recognized and identified. Also, how a problem is solved depends on what it is. 2) Definition of objectives--it is important to conceive of a problem in ways that permit possible solutions to be identified. 3) Make a predecision--making the decision about how to make the decision. 4) Generating alternatives--this is when possible solutions are identified. 5) Evaluating possible alternative solutions--deciding which of the alternatives generated is best. 6) Making a choice--choosing the most acceptable one. 7) Implementing the chosen alternative--carrying out the chosen alternative. 8 ) Follow-up--monitoring the effectiveness of decisions.
Pages 381-383
108. Describe the concept of decision style model, identifying the four basic styles.
Answer - One way to conceptualize how people use one of the four predominant styles of decision making. Decision style is the differences between people with respect to their orientations toward decisions. The four styles are 1) Analytical, 2) Directive, 3) Conceptual, and 4) Behavioral.
Page 389
109. Discuss the three predominate models of individual decision making, naming and describing each.
Answer - The rational-economic model is the search for the ideal or optimum solution. It follows the same steps as the traditional analytical model, but calls for the decision maker to recognize all courses of action and to evaluate each one. The model is both normative and prescriptive. The administrative model recognizes bounded rationality that limits the making of optimally rational-economic decisions. Decision makers consider alternatives as they present themselves taking the first alternative that meets the criteria for acceptability. Such decisions are satisficing decisions. Bounded rationality is the assumption that human limitations lead to satisficing decisions rather than optimal decisions. Image theory is an intuitive approach to decision making using a simple two-step process; a compatibility test and a profitability test.
Pages 395-398
110. Describe the four common problems individuals must overcome to improve group performance. How can these problems be avoided?
Answer - 1) Hypervigilance--involves frantically searching for quick solutions to problems, going from one idea to another out of a sense of desperation. It can be avoided by keeping in mind that it is best to work thoroughly through one decision, reassuring the decision maker about his/her skill. 2) Unconflicted adherence--results from decision makers sticking to the first idea that comes into their heads without more deeply evaluating it. To avoid this, decision makers should; think about the difficulties inherent in their ideas, consider different ideas, and consider special and unique characteristics of the problem. 3) Unconflicted change--is when people change their minds too rapidly and adopt the first new idea. Encouraging decision makers to; think about the risks and problems of the first idea, think about the good points of the first idea, and to review the strengths and weaknesses of both ideas will help avoid this. 4) Defensive avoidance--occurs when decision makers avoid working at the task at hand. This can be prevented by; not procrastinating, avoiding disowning of responsibility, and not ignoring potential corrective information.
Page 410
111. Explain what the
Delphi technique, the
nominal group technique, and the
stepladder technique of decision making are and how they work.
Answer - 1) The Delphi technique was developed by the Rand Corporation. It systematically collects and organizes the opinions of several experts into a single decision when the experts are geographically dispersed. The process begins with the input of the experts. A group leader compiles the individual responses and shares them with everyone through reproduction and mailing. Each expert then comments on the individual decisions and sends his/her response back to the leader who looks for consensus of comments and summarizes the responses. The process is continued until a consensus decision is reached. See Figure 10.12, page 389. 2) Nominal group technique brings together a small group of decision makers, and in a number of hours leads them to a consensus-based decision. The problem is described to the group, who then work individually work out their own solution. The solutions are presented one at a time and recorded on a chart. Each is discussed, clarified, and evaluated. Once all ideas are presented, they are ranked by the group, and the best one is selected. The decision makers are working as a group in name only since much of the work is done individually. See Figure 10.13, page 391. 3) The Stepladder technique addresses the nonparticipation issue that often comes up when new members are added to a group already in the decision process. As new members are added, they are required to present their ideas. A pair of team members work on their idea and then present it to the group. A third person is considering the group alone. The single contributor presents his/her ideas after the pair does and the three of them enter a discussion of the solution. At that time, a fourth person is added, to the group having worked on the problem independently. And so on. After each additional person is added the group works together toward a solution.
Pages 410-413
Short Essay112. What are the 8 steps in the decision-making problem?
Answer - Identify the problem, define objectives, make a predecision, generate
alternatives, evaluate alternatives, make a choice, implement choice, and follow up.
Page 381
113. Briefly describe the type of task involved and who the typical decision maker is for programmed and nonprogrammed decision.
Answer - A programmed decision has a simple and routine type of task involved, where lower-level workers are the primary decision makers. A nonprogrammed decision is complex and creative, where upper-level supervisors usually make the decision.
Page 384-385
114. What is the difference between programmed and nonprogrammed decisions?
Answer - Programmed decisions are routine, made by lower-level personnel, and rely on predetermined courses of action. Nonprogrammed decisions are ones without ready-made solutions, each situation confronted is unique.
Pages 384-385
115. What are the pros and cons of group decisions.
Answer - Pros--a pooling of resources, specialization of labor, greater acceptance of the decision. Cons--takes much longer, may result in group conflict, and members may be intimidated by the group leaders and therefore may not adequately express their opinions or ideas.
Pages 390-391
116. Discuss groupthink and ways to avoid it.
Answer - Groupthink is the consequence of extreme cohesion. Group members tend to isolate themselves from outside information and critical thinking deteriorates because group members are reluctant to challenge the group’s decisions. It can be avoided by: 1) promoting open inquiry, 2) using subgroups, 3) admitting shortcomings, and 4) holding second-chance meetings.
Pages 391-392
117. What is a
heuristic? Describe two common types of heuristics used in organizational decision making.
Answer - They are simple rules of thumb that guide them through a complex array of decision alternatives. Available heuristic refers to the tendency for people to base their judgments on information that is readily available to them. Representative heuristic refers to the tendency to perceive others in stereotypical ways if they appear typically representative of the category to which they belong.
Pages 400-401
Quick Reply
