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LAB MAN > MIDTERM LEC 2: DECISION MAKING & PROBLEM SOLVING > Flashcards

MIDTERM LEC 2: DECISION MAKING & PROBLEM SOLVING Flashcards

1
Q
  • CONSCIOUS CHOICE
  • process of choosing one alternative from among a set of alternative
  • made after evaluating different alternatives or solutions for the purpose of achieving a certain result
A

DECISION

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2
Q

Characteristics of a Good Decision

A
  • BASED ON A COMPLETE INVESTIGATION
  • IDENTIFY AND EVALUATE ALTERNATIVES
  • SELECT THE BEST SOLUTION
  • EFFECTIVE STRATEGY FOR IMPLEMENTATION
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3
Q

STRATEGIC OR TACTICAL
- decisions involving the EXTERNAL
ENVIRONMENT

A

STRATEGIC

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4
Q

STRATEGIC OR TACTICAL
- decision involving the INTERNAL
STRUCTURE

A

TACTICAL

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5
Q

ADMINISTRATIVE OR OPERATIONAL
- deals with authority,responsibility, and accountability relationships

A

ADMINISTRATIVE

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6
Q

ADMINISTRATIVE OR OPERATIONAL
- deals with day-to-day activities

A

OPERATIONAL

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7
Q

PROGRAMMED OR NON-PROGRAMMED
- STRUCTURED rules, policies,
procedures; recurring

A

PROGRAMMED

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8
Q

PROGRAMMED OR NON-PROGRAMMED
- UNSTRUCTURED; infrequent

A

NON - PROGRAMMED

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9
Q

INTUITIVE OR JUDGMENTAL
- hunches, SUBJECTIVE values, and
personal or emotional factors

A

INTUITIVE

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10
Q

INTUITIVE OR JUDGMENTAL
- OBJECTIVE analysis and rational
procedures

A

JUDGEMENTAL

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11
Q

LEADER OR MANAGER

CHARACTERISTICS: VISION
- search for long - term cooperation

A

LEADER

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12
Q

LEADER OR MANAGER

CHARACTERISTICS: VISION
- maximize current opportunities

A

MANAGER

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13
Q

LEADER OR MANAGER

CHARACTERISTICS: COMMUNICATION
- tell people WHAT to do; listen to have an affect; listen for understanding

A

MANAGER

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14
Q

LEADER OR MANAGER

CHARACTERISTICS: COMMUNICATION
- telly people WHY we are doing something

A

LEADER

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15
Q

LEADER OR MANAGER

CHARACTERISTICS: QUESTION(S) ASKED
- Why?

A

LEADER

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16
Q

LEADER OR MANAGER

CHARACTERISTICS: QUESTION(S) ASKED
- How? What?

A

MANAGER

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17
Q

LEADER OR MANAGER

CHARACTERISTICS: PLANNING
- an opportunity to excite, educate, prepare for failure

A

LEADER

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18
Q

LEADER OR MANAGER

CHARACTERISTICS: PLANNING
- a path to follow

A

MANAGER

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19
Q

LEADER OR MANAGER

CHARACTERISTICS: POWER
- something to have and use

A

MANAGER

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20
Q

LEADER OR MANAGER

CHARACTERISTICS: POWER
- something to share and use for the goal of the group

A

LEADER

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21
Q

LEADER OR MANAGER

CHARACTERISTICS: PROBLEM-SOLVING STYLE
- something to solve; to fix

22
Q

LEADER OR MANAGER

CHARACTERISTICS: PROBLEM-SOLVING STYLE
- something to learn from, opportunity to growth

23
Q

LEADER OR MANAGER

CHARACTERISTICS: PERCEIVED ROLE
- controller or decision maker

24
Q

LEADER OR MANAGER

CHARACTERISTICS: PERCEIVED ROLE
- integrator; maker of decision makers

25
Q
  • can CLOUD the decision making process
A

HUMAN ELEMENT

26
Q
  • make information KNOWN
A

DISCLOSURE

27
Q

Vroom and Yetton’s CONTINUUM OF DECISION STYLES
- You solve the problem or make the decision yourself, using information available to you (AUTOCRATIC)

A. AI
B. AII
C. CI
D. CII
E. GI
F. GII

28
Q

Vroom and Yetton’s CONTINUUM OF DECISION STYLES
- You solve the problem or make the decision yourself, using information from subordinates. They may or may not be aware of the decision-making process and their role in it. (AUTOCRATIC)

A. AI
B. AII
C. CI
D. CII
E. GI
F. GII

29
Q

Vroom and Yetton’s CONTINUUM MODEL
- You share the problem with relevant subordinates individually, getting their ideas. Then you make the decision yourself, accepting or rejecting subordinate advice. (CONSULTATIVE)

A. AI
B. AII
C. CI
D. CII
E. GI
F. GII

30
Q

Vroom and Yetton’s CONTINUUM MODEL
- You share the problem with relevant subordinates at a group meeting, getting their ideas. Then you make the decision yourself, accepting or rejecting subordinate advice. (CONSULTATIVE)

A. AI
B. AII
C. CI
D. CII
E. GI
F. GII

31
Q

Vroom and Yetton’s CONTINUUM MODEL
- You share the problem with subordinates individually, and together analyze the problem and arrive at a mutual solution.

A. AI
B. AII
C. CI
D. CII
E. GI
F. GII

32
Q

Vroom and Yetton’s CONTINUUM MODEL
- You share the problem with relevant subordinates at a group meeting and together analyze the problem and arrive at a group decision. You do not try to influence the group, and you are willing to accept and implement what the group recommends

A. AI
B. AII
C. CI
D. CII
E. GI
F. GII

33
Q

Vroom and Yetton’s CONTINUUM MODEL
- You delegate the problem to a subordinate, providing him with relevant information and giving him sole responsibility for the problem

34
Q

DECISION MAKING PROCESS

A
  1. IDENTIFY THE PROBLEM AND EVALUATE OBJECTIVES
  2. GATHER FACTS AND EVALUATE INFORMATION
  3. DEVELOP AND EVALUATE ALTERNATE SOLUTIONS OR OPTIONS
  4. SELECT THE BEST ALTERNATIVE
  5. IMPLEMENT SOLUTIONS AND FOLLOW UP CONSEQUENCES
35
Q

RISK & TRAPS
- Placing DISPROPORTIONATE WEIGHT on first or more superficial information found during information gathering

A. ANCHORING TRAP
B. STATUS - QUO TRAP
C. SUNK - COST TRAP
D. CONFIRMING EVIDENCE TRAP
E. FRAMING TRAP
F. OVERCONFIDENCE TRAP
G. PRUDENCE TRAP
H. RECALLABILITY TRAP

A

ANCHORING TRAP

36
Q

RISK & TRAPS
- Tendency to PERPETUATE MISTAKES of the past

A. ANCHORING TRAP
B. STATUS - QUO TRAP
C. SUNK - COST TRAP
D. CONFIRMING EVIDENCE TRAP
E. FRAMING TRAP
F. OVERCONFIDENCE TRAP
G. PRUDENCE TRAP
H. RECALLABILITY TRAP

A

SUNK - COST TRAP

37
Q

RISK & TRAPS
- A BIAS toward DOING WHAT YOU’VE ALWAYS DONE despite better alternatives

A. ANCHORING TRAP
B. STATUS - QUO TRAP
C. SUNK - COST TRAP
D. CONFIRMING EVIDENCE TRAP
E. FRAMING TRAP
F. OVERCONFIDENCE TRAP
G. PRUDENCE TRAP
H. RECALLABILITY TRAP

A

STATUS - QUO TRAP

38
Q

RISK & TRAPS
- BIAS toward INFORMATION and JUDGEMENT that supports an existing predilection

A. ANCHORING TRAP
B. STATUS - QUO TRAP
C. SUNK - COST TRAP
D. CONFIRMING EVIDENCE TRAP
E. FRAMING TRAP
F. OVERCONFIDENCE TRAP
G. PRUDENCE TRAP
H. RECALLABILITY TRAP

A

CONFIRMING EVIDENCE TRAP

39
Q

RISK & TRAPS
- MISSTATING the problem, focusing on a symptom

A. ANCHORING TRAP
B. STATUS - QUO TRAP
C. SUNK - COST TRAP
D. CONFIRMING EVIDENCE TRAP
E. FRAMING TRAP
F. OVERCONFIDENCE TRAP
G. PRUDENCE TRAP
H. RECALLABILITY TRAP

A

FRAMING TRAP

40
Q

RISK & TRAPS
- OVERESTIMATION of accuracy of
information

A. ANCHORING TRAP
B. STATUS - QUO TRAP
C. SUNK - COST TRAP
D. CONFIRMING EVIDENCE TRAP
E. FRAMING TRAP
F. OVERCONFIDENCE TRAP
G. PRUDENCE TRAP
H. RECALLABILITY TRAP

A

OVERCONFIDENCE TRAP

41
Q

RISK & TRAPS
- Being OVERCAUTIOUS about the degree of risk

A. ANCHORING TRAP
B. STATUS - QUO TRAP
C. SUNK - COST TRAP
D. CONFIRMING EVIDENCE TRAP
E. FRAMING TRAP
F. OVERCONFIDENCE TRAP
G. PRUDENCE TRAP
H. RECALLABILITY TRAP

A

PRUDENCE TRAP

42
Q

RISK & TRAPS
- Placing UNDUE WEIGHT on recent, dramatic experiences

A. ANCHORING TRAP
B. STATUS - QUO TRAP
C. SUNK - COST TRAP
D. CONFIRMING EVIDENCE TRAP
E. FRAMING TRAP
F. OVERCONFIDENCE TRAP
G. PRUDENCE TRAP
H. RECALLABILITY TRAP

A

RECALLABILITY TRAP

43
Q

PROBABILITY ANALYSIS
- Predictions obtained by deductions based on ASSUMED CONDUCTIONS

A. A PRIORI PROBABILITY
B. EMPIRICAL PROBABILITY
C. SUBJECTIVE PROBABILITY

A

A PRIORI PROBABILITY

44
Q

PROBABILITY ANALYSIS
- determined from the RECORDING OF ACTUAL EVENTS over a specific period of time

A. A PRIORI PROBABILITY
B. EMPIRICAL PROBABILITY
C. SUBJECTIVE PROBABILITY

A

EMPIRICAL PROBABILITY

45
Q

PROBABILITY ANALYSIS
- based on the KNOWLEDGE and
EXPERIENCE of the decision maker

A. A PRIORI PROBABILITY
B. EMPIRICAL PROBABILITY
C. SUBJECTIVE PROBABILITY

A

SUBJECTIVE PROBABILITY

46
Q

DECISION-MAKING TECHNIQUES
- Similar to brainstorming
however in group discussion
there is topic and there will be
someone that keep tracks of the
discussion.

A. GROUP DISCUSSION
B. BRAINSTORMING
C. SYNECTICS
D. NOMINAL METHOD
E. DELPHI METHOD

A

GROUP DISCUSSION

47
Q

DECISION-MAKING TECHNIQUES
- Even if the idea is out of topic it
will still be noted. The idea will
be evaluated later.
- the process of suggesting many possible alternatives without evaluation.

A. GROUP DISCUSSION
B. BRAINSTORMING
C. SYNECTICS
D. NOMINAL METHOD
E. DELPHI METHOD

A

BRAINSTORMING

48
Q

DECISION-MAKING TECHNIQUES
- Like a group discussion. The
difference is that the individuals in the discussion are with diverse
experience and skills.
- People are chosen to be the
problem solving team

A. GROUP DISCUSSION
B. BRAINSTORMING
C. SYNECTICS
D. NOMINAL METHOD
E. DELPHI METHOD

49
Q

DECISION-MAKING TECHNIQUES
o Highly structured meeting.
o Every individual in the meeting are to write original ideas in private and submit it to the facilitator.
o The facilitator will present the ideas anonymously. The ideas will be voted out by the participants.

A. GROUP DISCUSSION
B. BRAINSTORMING
C. SYNECTICS
D. NOMINAL METHOD
E. DELPHI METHOD

A

NOMINAL METHOD

50
Q

DECISION-MAKING TECHNIQUES
o Modified nominal method.
o The ideas are solicited through questionnaires.
o Present to the meeting and voted out by the participants

A. GROUP DISCUSSION
B. BRAINSTORMING
C. SYNECTICS
D. NOMINAL METHOD
E. DELPHI METHOD

A

DELPHI METHOD

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