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c3: creative problem solving and decision making Flashcards

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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
risky environment
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.
26
what do managers try to change with a risk situation
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
27
certain environments
KNOW the outcome of each alternative in advance so can usually can take quick action
28
uncertain enviornment
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.
29
how can top managers reduce uncertainty and risks?
use big data
30
rational model
optimizing, select the best possible alternative
31
bounded rationality model
is a subset of the rational model and it uses 'satisficing'- it select the first feasible alternative
32
when should you use the rational six step model and the bounded rationality model?
1. more unstructured decision with uncertain and high risk, nonprogrammed 2. programmed, low risk, high certainty
33
upsides of group decision making
1. better quality decisions: nonprogrammed, in risky, uncertain conditions 2.more info, more alternatives and heightened creativity and innovation 3. improves morale and motivation- feel important 4.good training- learn to work better with each other
34
downsides of Group Decision Making
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
when to use individual and group decision making
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
what is found in step 2: Set objectives and criteria
set an objective with specific criteria that states the end result to solve the problem or capitalize on the opportunity.
37
criteria
standards that must be met to accomplish the objective
38
when choosing the rational model how do you determine the alternative choice?
'optimizing' meaning check to see that every acceptable alternative meet all "must" criteria. Then select the alternative that meet the most "want" criteria
39
define satisficing
selecting the first acceptable alternative
40
define optimizing
choose the best possible option with the most "want" criteria
41
weigh criteria
differing of importance btw the "must" and "want" criteria
42
why is step 3:Generate alternatives often skipped?
programmed decisions already have alternatives from their policies, procedures, and rules
43
creatvity
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
innovation
alters what is established by introducing something new
45
what are the two classifications of innocvation?
product innovation process innovation
46
product innovation
new things introduce something new ((goods and services)
47
process innovation
new way of doing things
48
3 process of creative process
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
devil's advocate
why does the idea not work
50
4 characteristics of useful information
1. timeliness (deadline) 2. quality(info accurate) 3. completeness (no missing imp info) 4.revelance (pertains to group's objs)
51
wat are the methods that foster creativity and innovation in groups
1.brainstorming 2.Synetics 3.nominal grouping 4.consensus mapping 5.Delphi technique
52
brainstorming
generate many alternatives possible
53
e-brainstorming
online brainstorming
54
syntenic
novel alternatives are generated through role playing and fantasying. to avoid preconceptions/problems are not stated first
55
nominal grouping
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
consensus mapping
is a process for developing group agreement on a problem's solution
57
delphi tecnqiue
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
why is consensus mapping the best approach
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
what is the process of step 4: select the most feasible alternative
think forward of outcomes use objectives and criteria compare alternatives via analysis techniques
60
why is step 3 and step 4 of generating and finding alternatives not combined?
slows down and kills creativity of alternatives
61
list the step 6 types of techniques of analyzing alternaties
1. quantitative analyses 2. break even analysis 3. .capital budgeting 4. queuing Theory 5. Probability Theory 6.Big data
62
quantitative analyses
use mathematical analyses to assess alternative solutions Excel sheet statistics
63
break even analyses
involves forecasting the volume of sales and the cost of production
64
capital budgeting
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
queuing theory
addressing waiting time based on inefficient use of resources and it is costly ex: too few or too many employees
66
probability theory
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
Big data
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
what are the subjective analyses
cost benefit analyses judgement
69
T/F: Algorithms are just as infallible as human advisors
T
70
Cost benefit analysis
can combine subjective methods and mathatical techniques to compare alternative courses of action
71
judgement
is the cognitive process of drawing conclusions using a rational reasoning process in reaching a decision
72
what happens if non of the alternatives meet the criteria?
1. return to step 2 2. retturn to step 3 and generate more
73
process of step 5:plan and implement the decisoin
schedule it accquire the necessary resources
74
process of step6: control methods
establish checkpoints to monitior progress to determine whether the chosen alternative is solving the problem
75
what is escalation of commitment
not admitting to having made a bad decision and staying too long with a plan that is not working
76
loss aversion
amount of feeling that the pain of losing would be greater than the the joy of winning
77
explain how creativity and innovation differ
creativity generates new ideas while innovation implements it
78
explain how quantiative and cost benefit analysis facilitate selecting alternatives
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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