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c3: creative problem solving and decision making Flashcards

1
Q

problem

A

when an objective is not met

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2
Q

problem solving

A

is the process of taking corrective action to meet objectives

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3
Q

decision making

A

is the process of selecting a course of action that will solve a problem

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4
Q

planners

A

pursuing objectives by selecting the time, location, and the process of it

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5
Q

organizer

A

delegate and coordinate the department’s resources

examples: selecting them for each position and how to train and evaluate the staff

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6
Q

leader

A

influences employees to meet objectives

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7
Q

controller

A

examines if objectives are being met (checkpoints) and takes corrective action

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8
Q

selecting the type of play is an example of

A

planning

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9
Q

putting athletes in certain position are examples of

A

organizing

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10
Q

motivating athletes is an example of

A

leading

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11
Q

monitoring team performance is an example of

A

controlling

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12
Q

problematic implementation

A

with a not a defined enough problem, might lead to not solving the problem or making more problems

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13
Q

reflexive decision style

A

snappy decisions

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14
Q

reflective decision style

A

slow to decide

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15
Q

Order X number of ___inventory__ is an example of (programed/ nonprogrammed)

A

programmed bc it is recurring problem and a computer program can do this or the employee can go through the organization policies

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16
Q

what is the most ethical issue in sports

A

illegal drug use

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17
Q

programmed decisions

A

recurring/ routine situational problems in which the person
uses the organizational policies and procedures to make the decision

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18
Q

consistent decision style

A

does not rush or waste time

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19
Q

when defining the problem or opportunity what are the next steps?

A
  1. classify the problem’s decision structure(s)
  2. choose the decision model
  3. select the number of employees
    4 Distinguish the problem from its symptoms
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20
Q

what are the 6 steps in the Decision-Making Model?

A

step 1: Define the Problem or opportunity
step 2: set objectives and criteria
step 3: generate alternatives
step 4:select the most feasible alternative
step 5: implement the decision
step 6: control the results

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21
Q

what are problem decision structures

A

programmed
nonprogrammed

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22
Q

what is special about the decision making model?

A

encompasses evidence based management (EBM) which are decisions are based on evidence
use in nonprogrammed decisions

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23
Q

nonprogrammed decisions

A

are significant/ nonrecurring/nonroutine situational problems
use the decision-making model.

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24
Q

types of decision-making conditions

A

certainty, risk, and uncertainty,

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25
Q

risky environment

A

Risky-you can assign probabilities of success or failure to the outcomes

ex: For example, in investing, you know the potential for gain or loss, and you can assign probabilities based on historical data. It’s measurable.

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26
Q

what do managers try to change with a risk situation

A

gain more knowledge about the risk so it becomes more manageable to work because being able to know what the possible outcomes makes it easier to start solving the unknown problem

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27
Q

certain environments

A

KNOW the outcome of each alternative in advance so can usually can take quick action

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28
Q

uncertain enviornment

A

you can not assign probabilities of success or failures of the outcomes

Ex: In this case, you can’t predict or measure the likelihood of different outcomes. An example is trying to forecast the impact of an entirely new technology—since there’s no historical data, it’s hard to gauge any probabilities.

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29
Q

how can top managers reduce uncertainty and risks?

A

use big data

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30
Q

rational model

A

optimizing, select the best possible alternative

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31
Q

bounded rationality model

A

is a subset of the rational model and it uses ‘satisficing’- it select the first feasible alternative

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32
Q

when should you use the rational six step model and the bounded rationality model?

A
  1. more unstructured decision with uncertain and high risk, nonprogrammed
  2. programmed, low risk, high certainty
33
Q

upsides of group decision making

A
  1. better quality decisions: nonprogrammed, in risky, uncertain conditions
    2.more info, more alternatives and heightened creativity and innovation
  2. improves morale and motivation- feel important
    4.good training- learn to work better with each other
34
Q

downsides of Group Decision Making

A

1.wasted time
2.satisficing-let’s be done with this and choose the first acceptable alternative
3.domination by a subgroup/individual
4.conformity/ groupthink
5. social loafing: letting others do the hard work for them

35
Q

when to use individual and group decision making

A

individual decision making- works well in programmed decision in low risk/ certain condition
group decision- collab
use in high risk/uncertainty and nonprogrammed decisions

36
Q

what is found in step 2: Set objectives and criteria

A

set an objective with specific criteria that states the end result to solve the problem or capitalize on the opportunity.

37
Q

criteria

A

standards that must be met to accomplish the objective

38
Q

when choosing the rational model how do you determine the alternative choice?

A

‘optimizing’ meaning check to see that every acceptable alternative meet all “must” criteria. Then select the alternative that meet the most “want” criteria

39
Q

define satisficing

A

selecting the first acceptable alternative

40
Q

define optimizing

A

choose the best possible option with the most “want” criteria

41
Q

weigh criteria

A

differing of importance btw the “must” and “want” criteria

42
Q

why is step 3:Generate alternatives often skipped?

A

programmed decisions already have alternatives from their policies, procedures, and rules

43
Q

creatvity

A

a way of thinking that generates new solutions to problems and new ways to approach opportunities’
(it about looking at and seeing things differently)

44
Q

innovation

A

alters what is established by introducing something new

45
Q

what are the two classifications of innocvation?

A

product innovation
process innovation

46
Q

product innovation

A

new things introduce something new ((goods and services)

47
Q

process innovation

A

new way of doing things

48
Q

3 process of creative process

A

identifying problem
incubate and illuminate- sleep on it
evaluate and revaluate- reconsider before implementing creative idea by addressing does it solve the problem and not just the symptoms

49
Q

devil’s advocate

A

why does the idea not work

50
Q

4 characteristics of useful information

A
  1. timeliness (deadline)
  2. quality(info accurate)
  3. completeness (no missing imp info)
    4.revelance (pertains to group’s objs)
51
Q

wat are the methods that foster creativity and innovation in groups

A

1.brainstorming
2.Synetics
3.nominal grouping
4.consensus mapping
5.Delphi technique

52
Q

brainstorming

A

generate many alternatives possible

53
Q

e-brainstorming

A

online brainstorming

54
Q

syntenic

A

novel alternatives are generated through role playing and fantasying. to avoid preconceptions/problems are not stated first

55
Q

nominal grouping

A

a structured voting method is used to generate and evaluate alternatives

1.list ideas-idea in writing
2.record ideas- everyone says their ideas while leader puts on board
3.rank the ideas-

56
Q

consensus mapping

A

is a process for developing group agreement on a problem’s solution

57
Q

delphi tecnqiue

A

simultaneously brings together the critical thoughts of an expert panel while also adressing potential issues and concerns for the future

confidential questionares used by experts to reach agreeement on a issue

58
Q

why is consensus mapping the best approach

A

best approach bc it gives members a better understanding of the problem and its solution and it secures their commitment to implement the decision

59
Q

what is the process of
step 4: select the most feasible alternative

A

think forward of outcomes
use objectives and criteria
compare alternatives via analysis techniques

60
Q

why is step 3 and step 4 of generating and finding alternatives not combined?

A

slows down and kills creativity of alternatives

61
Q

list the step 6 types of techniques of analyzing alternaties

A
  1. quantitative analyses
  2. break even analysis
  3. .capital budgeting
  4. queuing Theory
  5. Probability Theory
    6.Big data
62
Q

quantitative analyses

A

use mathematical analyses to assess alternative solutions
Excel sheet
statistics

63
Q

break even analyses

A

involves forecasting the volume of sales and the cost of production

64
Q

capital budgeting

A

analyze investments in assets that will be used to generate revenues, such as machines to make sport products and equipment to provide a food service at games

65
Q

queuing theory

A

addressing waiting time based on inefficient use of resources and it is costly
ex: too few or too many employees

66
Q

probability theory

A

determines the probability chance of success or failure to each alternatives and outcomes is then calculated. How? By, looking at, Expected Value, payoff or profit from each combo of alternatives thus each outcome is calculated.
- often used with a payoff matrix or decision tree

67
Q

Big data

A

analysis of large amounts of quantified facts to aid in maximizing decision making data,

high demand job bc all departments need them for whoever has the highest amount of data with the correct analysis wins the decisions and this gain bigger profits.

68
Q

what are the subjective analyses

A

cost benefit analyses
judgement

69
Q

T/F: Algorithms are just as infallible as human advisors

A

T

70
Q

Cost benefit analysis

A

can combine subjective methods and mathatical techniques to compare alternative courses of action

71
Q

judgement

A

is the cognitive process of drawing conclusions using a rational reasoning process in reaching a decision

72
Q

what happens if non of the alternatives meet the criteria?

A
  1. return to step 2
  2. retturn to step 3 and generate more
73
Q

process of step 5:plan and implement the decisoin

A

schedule it
accquire the necessary resources

74
Q

process of step6: control methods

A

establish checkpoints to monitior progress to determine whether the chosen alternative is solving the problem

75
Q

what is escalation of commitment

A

not admitting to having made a bad decision and staying too long with a plan that is not working

76
Q

loss aversion

A

amount of feeling that the pain of losing would be greater than the the joy of winning

77
Q

explain how creativity and innovation differ

A

creativity generates new ideas while innovation implements it

78
Q

explain how quantiative and cost benefit analysis facilitate selecting alternatives

A

quantitative analysis uses math to objectively choose the alternative with the highest value.
cost benefit analysis combines subjective analysis with some math

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