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CAFM - Professional Development > Organization Processes > Flashcards

Organization Processes Flashcards

1
Q

What benefits does a good decision-making process bring to an organization?

A

faster and better decisions
increased accountability
alignment
successful implementation
competitive edge.

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2
Q

What six steps maximize the output of the decision making process?

A
  1. Define the problem
  2. Identify decision criteria
  3. Allocate weights to the criteria
  4. Develop the alternatives
  5. Evaluate the best alternatives
  6. Select the best alternatives
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3
Q

Describe the Decision Style Model. What two issues impact the outcome?

A

Shows different decision making styles based on ways of thinking and tolerance for uncertainty.

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4
Q

Who may be included in groups empowered to make decisions?

A

Employees, peers, vendors or customers.

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5
Q

What are the four orientations to the Decision Style Model? Describe each.

A
  1. Analytical: make decisions carefully, seek additional information and consider alternatives.
  2. Conceptual: more intuitive, have a broad outlook and find creative solutions.
  3. Directive: make logical and efficient decisions.
  4. Behavioral: rely on intuition and work well with others.
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6
Q

Why should bad decisions be changed as soon as possible?

A

It is a waste of time and energy to try to cover it. Easier to reject a bad decision and move to a better one.

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7
Q

Who should good decisions serve?

A

Good decisions serve multiple constituencies (Customer, client, employees and employer).

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8
Q

Define bargaining, agreement, understanding, and procedure.

A

Bargaining – discussing terms of a transaction.
Agreement – commitment to mutually acceptable terms.
Understanding – knowledge of mutual viewpoints on the issue.
Procedure – the way of conducting a process.

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9
Q

What can bargaining be used for?

A

A tool to achieve understanding of the positions of various stakeholders and to reach an agreement.

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10
Q

What personal attributes may assist in negotiations?

A
  • Self-confidence
  • Ability to disagree when needed
  • Careful planning and information probing
  • Commitment to integrity, mutual satisfaction
  • Patience and conflict management
  • Getting involved and understanding issues
  • Negotiate and win the confidence of involved organizations
  • Use of experts
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11
Q

What are the advantages to using teams in negotiations?

A

Less likely to overlook important details, plan better and think more broadly.

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12
Q

How is negotiating like a chain reaction?

A

When planning your negotiation consider the impact each of your actions may have on the other person.

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13
Q

What are the needs of the other party that should be kept in mind?

A
  • want money/service/goods
  • to be heard
  • to avoid being boxed in
  • to avoid future troubles, surprises, risks and changes
  • to work more efficiently
  • to meet their goals
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14
Q

Why is preparing good questions vital?

A

Prepare and consider how you will defend yourself against arguments.

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15
Q

What should be avoided in questions?

A
  • Don’t be antagonistic
  • Don’t challenge the integrity of the other party
  • Don’t set your initial demands close to your final objective
  • Don’t make assumptions
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16
Q

Describe BATNA.

A

“Best alternative to a negotiated agreement” the lowest accepted value that an individual will agree to in a negotiation.

17
Q

What factors will influence your choice of negotiation tactics?

A
  1. personality of the negotiator
  2. The stage of the negotiation
  3. The moods of key players
18
Q

What are the advantages and disadvantages of surprise?

A

Surprise may be used by a negotiator when it is a good way to keep pressure on the other party. Surprises can take many forms: a new issue, an interruption, new rules, new negotiators, a shift in authority, or a new venue.

19
Q

What are the two strategies for dealing with threats used in negotiations?

A

Stop them or ignore them.

20
Q

What steps should you follow if the other party uses emotions in the process?

A
  • Recognize whether the emotions are genuine.
  • Remain calm
  • Take a recess or change negotiators.
21
Q

Why should you be cautious about splitting the difference?

A

Could end up with results that are equitable but are not equal and both parties may end up leaving unsatisfied.

22
Q

When might ‘take it or leave it’ be an effective approach?

A
  1. There is no future negotiating intended.
  2. Other party is pressured to say yes.
  3. A price drop to one customer will force a drop to all customers.
  4. Cannot afford to go lower and risk a loss (selling at the lowest possible price).
  5. Signal the other party that you are finished and have gone as far as you will.
23
Q

Describe the steps in the negotiation process.

A
  1. create a set of assumptions
  2. establish opening positions
  3. exchange viewpoints
  4. reach impasse or concessions
  5. achieve a final agreement.
24
Q

What are assumptions?

A

Assumptions are pieces of information that you cannot confirm as facts.

25
Q

How can you break an impasse?

A

Changes in compensation, specifications, personnel, terms, option, delivery, risk sharing, guarantees.

26
Q

What should you consider when granting concessions?

A
  • Obtain a concession before giving one
  • Party will be more satisfied with a concession they worked hard for
  • Poorly made concessions can separate the parties.
27
Q

What are the advantages and disadvantages of negotiating by email?

A

Negotiations may take longer and outcome may be perceived as unfair. Email is impersonal and you can’t build rapport.

28
Q

What are the three essentials for effective meetings?

A

Prepare, conduct and evaluate the meeting.

29
Q

What information should be included in the agenda?

A
  • Approval of agenda
  • Previous minutes
  • Announcements
  • Reports
  • Unfinished business
  • New business
  • Special issues
  • Concerns
  • Adjournment
30
Q

What items should be dealt with first?

A

Handle short, easy, non-urgent items first.

31
Q

How can a parking lot be used to avoid interruptions?

A

Used to place issues not on the agenda. Issue can be discussed if time permits or referred to a future meeting.

32
Q

What is the secretary’s role?

A

Take minutes and assist the facilitator with record keeping and the assignment of responsibilities/projects/tasks.

33
Q

What questions should be asked to evaluate the effectiveness of a meeting?

A

Was I prepared? Were you notified in advance? Agenda Followed?

CAFM - Professional Development (6 decks)

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