ch 11

Question 1

Who represents approximately 13,600 employees in the Saskatchewan Health Authority

Answer 1

Canadian Union of Public Employees (CUPE)-

Question 2

collective bargaining

Answer 2

is a group of employees that bargain as a group with their employer regarding wages, hours, benefits and other terms and conditions of employment in a process called collective bargaining.

Question 3

what does collective bargaining provide

Answer 3

Provides union members with a voice to negotiate better wages, benefits and working conditions.

Without the collective bargaining process, unions wouldn’t be able to look out for the best interests of employees.

Question 4

Linking processes are needed to coordinate the activities of the system so they can accomplish the goals and objectives.

The linking processes govern the flow of

Answer 4

resources or system inputs; through the use of decision making and communication, people, money, and equipment are moved through the system.

Question 5

These linking processes are

Answer 5

decision making, communication, and balance.
Decision making is the selection of a course of action from a variety of alternatives.

Communication is the vehicle whereby decisions and other information are transmitted.

Balance concerns management’s ability to maintain organizational stability, which is related to effective decision making and communication.

Question 6

Decision making involves three primary stages:

Answer 6

Definition of the problem
Identification and analysis of possible courses of action
Actual selection of a particular course of action

Question 7

2 Types of Decision Making

Answer 7

Programmed Decisions. Programmed decisions are reached by following established policies and procedures; these decisions also are referred to as routine or repetitive decisions.

Nonprogrammed Decisions. Nonprogrammed decisions are unique and have little or no precedent; these decisions are relatively unstructured and generally require a more creative approach on the part of the decision maker than programmed decisions.

Question 8

Nonprogrammed decisions are of two general kinds—

Answer 8

kinds—organizational and personal.
Organizational decisions relate to the purposes, objectives, and activities of the organization.

Personal decisions are concerned with the manager’s individual goals.

Question 9

steps a manager should follow to make rational and logical decisions

Answer 9

Recognizing and Defining the Situation.

Identifying Alternatives. Once the decision is recognized and defined, alternatives should be identified.

Evaluating Alternatives.

Selecting the Best Alternative.

Implementing the Chosen Alternative

Follow-Up and Evaluation.

Question 10

Conditions in the environment change and predictions are difficult;

3 conditions under which decisions are made are referred to as

Answer 10

certainty, risk, and uncertainty

Question 11

Conditions of Certainty.

Answer 11

Under conditions of certainty, a decision maker has adequate information to assure results.
A decision under conditions of certainty involves choosing the alternative that will maximize the objective

Question 12

Conditions of Risk.

Answer 12

Because conditions of certainty are becoming less common in today’s complex and rapidly changing world, estimating the likelihood or probability of various events occurring in the future is often the only possibility for planning; this condition is called risk.

Under conditions of risk, various probability techniques are helpful in making decisions.

In decision making under risk, managers are faced with the possibility that any one of several things may occur.

Question 13

Conditions of Uncertainty.

Answer 13

When the occurrence of future events cannot be predicted, a state of uncertainty exists. Many changes or unknown facts can emerge when decision time frames are long; to predict what is likely to occur with any degree of certainty, therefore, is quite difficult.
In these situations, foodservice managers frequently apply their experience, judgment, and intuition to narrow the range of choices.

Input from others may help reduce some of the uncertainty; involvement of knowledgeable people in the decision process, therefore, may be beneficial.

Under conditions of uncertainty, some managers will delay decisions until conditions stabilize or will take a path of least risk

Question 14

Decision-Making Techniques

Answer 14

Decision Trees
Networks
Cost-Benefit
Linear Programming

Question 15

Decision Trees

Answer 15

. Decision trees allow management to assess the consequences of a sequence of decisions with reference to a particular problem.
The approach involves linking a number of event “branches” graphically, which results in a schematic resembling a tree.

The process starts with a primary decision that has at least two alternatives to be evaluated; the probability of each outcome is ascertained, along with its monetary value (Refer students to Figure 11-7 in text).

Question 16

Cost–Benefit.

Answer 16

. Cost–benefit analysis is a technique for comparing the costs and financial benefits of a project or decision.
Sometimes a financial value is placed on intangible benefits so they can be considered in the analysis.

Before adding any new personnel or programs, most managers want to compare the cost of implementing and maintaining the programs with the increase in performance attributed to them

Question 17

Networks

Answer 17

The Program Evaluation and Review Technique (PERT) and Critical Path Method (CPM) are networks for decision making; a network is a graphic representation of a project, depicting the flow and sequence of defined activities and events.
An activity defines the work to be performed; an event marks the beginning or end of an activity.

PERT and CPM are two widely known and used management science techniques for planning, scheduling, and controlling large projects.
An activity defines the work to be performed; an event marks the beginning or end of an activity.

PERT and CPM are two widely known and used management science techniques for planning, scheduling, and controlling large projects.

Question 18

Linear Programming.

Answer 18

. Linear programming is a technique useful in determining an optimal combination of resources to obtain a desired objective
.
Linear programming is one of the most versatile, powerful, and useful techniques for making managerial decisions. This concept has been used in solving a broad range of problems in industry, government, healthcare, and education.

Question 19

Other Decision-Making Techniques

Answer 19

game theory, queuing, and simulation models.

Question 20

Game Theory.

Answer 20

Game theory introduces a competitive note in decision making by bringing into a simulated decision situation the actions of an opponent.
Game theory will show the highest gain with the smallest amount of losses, regardless of what the competitor does

Question 21

Queuing Theory.

Answer 21

. Queuing theory develops relationships involved in waiting in line.
The theory balances the cost of waiting lines against the cost of preventing them by expanding facilities; the problem is figuring out the cost of total waiting—that is, the cost of tolerating the queue—and weighing it against the expense of constructing enough facilities to decrease the need for the queue.

Question 22

Simulation

Answer 22

The concept of simulation is to use some device for imitating a real-life occurrence and studying its properties, behavior, and operating characteristics.
The device can be physical, mathematical, or some other model for describing the behavior of an occurrence that a manager wishes to design, improve, or operate.

Question 23

Artificial Intelligence

Answer 23

Artificial intelligence is a computer program that attempts to duplicate the thought processes of experienced decision makers.
Expert systems are artificially intelligent computer software programs; these systems solve problems by emulating the problem-solving behavior of human experts

Question 24

Individual-versus-group decision making largely depends on factors such as

Answer 24

complexity and importance of the problem,
time available,
degree of acceptance required,
amount of information needed to make a decision, and the usual manner in which decisions are made in an organization

Question 25

Methods of Group Decision Making

Answer 25

interacting, Delphi, nominal, or focus groups.

Question 26

Interacting Groups.

Answer 26

An interacting group is a decision-making group in which members discuss, argue, and agree upon the best alternative. Existing groups may be departments, work groups, or standing committees; new groups can be ad hoc committees, work teams, or task forces. An advantage of this method is that interacting promotes new ideas and understanding

Question 27

Nominal Groups

Answer 27

The nominal group method is a structured technique for generating creative and innovative alternatives or ideas; members of the group meet together but do not talk freely among themselves like members of interacting groups. The manager presents the problem to group members and asks them to write down as many alternatives for solutions as possible; they then take turns presenting their ideas, which are recorded on a flip chart. Members then vote by rank-ordering the various alternatives; he top-ranking alternative represents the decision of the group, which can be accepted or rejected by the manager.

Question 28

Focus Groups.

Answer 28

A focus group is a qualitative information gathering method; tt has been used successfully for many years by large, multiunit chains and independents looking for customer feedback. The focus group consists of 10 to 20 people brought together for a one-time meeting of about 2 hours to discuss some predetermined aspect of a particular establishment; men and women are selected to participate if they meet certain criteria, such as being a frequent customer in the restaurant or in a competitor’s establishment. Focus groups examine the motivation behind human behavior and, therefore, examine why people act the way they do, not what they do.

Question 29

Barriers to Communication

Answer 29

Hearing an expected message. Past experience leads one to expect to hear certain messages that may not be correct in some situations. Ignoring conflicting information. A message that disagrees with one’s preconceptions is likely to be ignored. Differing perceptions. Words, actions, and situations are perceived in accordance with the receiver’s values and experiences; different people react differently to the same message. Evaluating the source. The meaning applied to any message is influenced by evaluation of the source. Interpreting words differently. Because of the complexity of language, words have many different meanings. Ignoring nonverbal cues. Tone of voice, facial expressions, and gestures may affect communication. Becoming emotional. Emotion will affect transmission and interpretation of messages. Cultural differences. Differences in ethnic, religious, and/or social status may impact the understanding of a message. Linguistics. Different languages, dialects, and accents spoken by the sender and receiver or use of a vocabulary by the sender that is beyond the comprehension of the listener may alter understanding of the message being sent.

Question 30

Techniques for improved communication

Answer 30

Using feedback can result in more effective communication because it allows the sender to search for verbal and nonverbal cues from the receiver. Using several channels will improve the chances that a proper message is communicated. Sensitivity to the receiver will enable the communicator to adapt the message to the situation. Awareness of symbolic meanings can be particularly important in communication. “It’s not what you say, but what you do” is another tenet for improving communication. Using direct, simple language and avoiding jargon is another rule for improving communications. Listening is basic to effective communication because receiving messages is as much a part of the process as sending them.

Question 31

There are four factors that influence the effectiveness of organizational communication:

Answer 31

: the formal channels of communication, the authority structure, job specialization, and a factor he calls “information ownership.”

Question 32

The Formal Channels of Communication

Answer 32

Formal channels influence communication effectiveness in space First, as organizations grow, the channels cover an increasingly larger distance. Second, the formal channels of communication may inhibit the flow of information between levels in the organization.

Question 33

The Authority Structure.

Answer 33

The authority structure affects communication because of status and power differences among organizational members.

Question 34

Information Ownership.

Answer 34

The term information ownership means that individuals possess unique information and knowledge about their jobs; such information is a form of power for those who possess it, making them unwilling to share the information with others.

Question 35

Directions of Internal Communication

Answer 35

Downward. Individuals at higher levels of the organization communicate downward to those at lower levels. The most common forms of communication are job instructions, policy statements, procedure manuals, and official publications of the organization. Upward. An effective organization needs open channels of upward communication as much as it needs downward communication. In large organizations, good upward communication is especially difficult. Suggestion boxes, special meetings, and grievance procedures are devices used for upward communication. Horizontal. Provision for horizontal flow of communication will enhance organizational effectiveness. Within the foodservice operation, effective horizontal communication between production and service is critical to ensure that quality food is available at the right time in the right place. Diagonal. The use of diagonal channels of communication is a way of minimizing time and effort expended in organizations. Having reports and other information flow directly between departments or units that have a diagonal placement in the organization may result in more effective flow of information.

Question 36

Cultural Issues that Affectthe Communication Process

Answer 36

Paralanguage: Paralanguage, the rate, pitch, and volume of the voice giving the message, can affect the meaning interpreted from that message. Paralanguage can convey positive or negative emotions and attitudes; for example, in some cultures talking rapidly and loudly is perceived as normal; in others it is thought to show anger. Chronemics: Chronemics, attitudes about time, vary among cultures. In some, monochromic time, focusing on one major activity at a time, is most common; in others, polychromic time, working on several major items at the same time, is more common. Attitudes toward time also include perceptions related to punctuality, which can vary from a great emphasis placed on “being on time” in one culture to a “mañana” attitude of putting off to tomorrow what didn’t get done today in another culture. Proxemics: Proxemics, the physical space between individuals when they are communicating, also differs among cultures and may alter interpretation of the message being given. People in the United States tend to need more space, for example, than do persons from Greek, Latin American, or Arab cultures. ``` There are four zones of interaction: Intimate zone (less than 18 inches, reserved for very close friends or business handshakes) ``` Personal zone (18 inches to 4 feet, used when giving instructions or working closely with another) Social zone (4 to 12 feet, used for most business interaction) Public distance (greater than 12 feet, very formal interaction). Oculesics: Oculesics is the use of eye contact during communication; in some cultures use of direct eye contact indicates listening; in others it is a sign of disrespect and bad manners. The use of direct eye contact and the amount of time direct eye contact is made may send unintended nonverbal messages in the communication process. Olfactics: Olfactics, or smell, can have a positive or negative nonverbal impact on the communication process. Body, breath, and clothes odors are viewed negatively in some cultures and as natural and inoffensive in others. Haptics: Communicating through touch or body contact is referred to as haptics. Touch, when used appropriately, can convey support and trust; however, when used inappropriately, can be uncomfortable and create a sense of distrust and annoyance. Kinesics: The use of body movements such as facial expressions, gestures, and posture in the communication process is often termed kinesics. Body movements can express emotion, add emphasis, and provide clarity, but they can also create disrespect, anger, and shame when misinterpreted. The “thumbs-up” gesture, for example, is used in the United States as a signal that everything is going well; that same gesture is considered rude in West Africa. Chromatics: Colors have different meanings in different cultures and thus use of color can convey an unintended nonverbal message. White, for example, is viewed as peaceful and pure in some cultures and is associated with mourning in others. Silence: The duration and appropriateness of silence can be interpreted in different ways depending on the culture. Long periods of silence are often not comfortable for U.S. businesspeople but are common in negotiations by Japanese businesspeople.

Question 37

Negotiation two general approaches to negotiation:

Answer 37

Distributive bargaining occurs in situations where resources available are fixed and the negotiation focuses on what portion of the resources each will get. Integrative bargaining operates in situations where there is a variable amount of resources available and there can be many possible settlement options, which can result in perceived “wins” for both parties in the negotiation.

Question 38

The structure of the organization is based on three pillars, each of which responds to these needs:

Answer 38

Stability pillar—responds to the need for efficiency and is found in a departmentalized structure. Entrepreneurial pillar—keeps the structure small, which is a requisite for continual adaptiveness and innovation. Habit-breaking pillar—includes a willingness to reorganize frequently, adjusting to various forces.