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Creative Problem Solving and Decision MakingLearning OutcomesLearning Outcomes (cont’d)Problem Solving and Decision MakingManagement, Decision Making, and Problem SolvingThe Decision-Making ModelDecision-Making StylesPowerPoint PresentationTypes of DecisionsDecision-Making StructureDecision-Making ModelsWhich Decision Model to UseDecision-Making ConditionsDecision-Making Conditions ContinuumPotential Advantages and Disadvantages of Using Group Decision MakingWhen to Use Group or Individual Decision MakingDefine the Problem or OpportunitySet Objectives and CriteriaGenerate Creative AlternativesStages in the Creative ProcessCharacteristics of Useful InformationGroup Decision-Making Techniques That Foster CreativityGenerating Creative AlternativesSlide 24Slide 25Responses That Kill CreativityAnalyzing the Feasibility of AlternativesSlide 28The Kepner-Tregoe MethodThe Kepner-Tregoe Method for Analyzing AlternativesCost-Benefit (Pros and Cons) AnalysisPlan, Implement, and ControlDecision TreeSituational Management: Decision MakingSituational Management: Decision Making (cont’d)PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookCreative Problem Solving Creative Problem Solving and Decision Makingand Decision MakingCreative Problem Solving Creative Problem Solving and Decision Makingand Decision MakingChapter 4Chapter 4Chapter 4Chapter 4Copyright Copyright © © 2003 South-Western/Thomson Learning. All rights reserved.2003 South-Western/Thomson Learning. All rights reserved.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–2Learning OutcomesLearning OutcomesCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–3Learning Outcomes (cont’d)Learning Outcomes (cont’d)Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–4Problem Solving and Decision MakingProblem Solving and Decision Making•Problem–A situation that exists when objectives are not being met.•Problem Solving–The process of taking corrective action to meet objectives.•Decision Making–The process of selecting an alternative course of action that will solve a problem.•Managers need to make proficient decisions while performing the functions of management.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–5Management, Decision Making, and Problem SolvingManagement, Decision Making, and Problem Solving•The Relationship Among Management Functions, Decision Making, and Problem Solving–Managers need to make proficient decisions while performing the functions of management.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–6The Decision-Making ModelThe Decision-Making Model•A six-step model that when properly utilized increases chances of success in decision making and problem solving.Model 4–1Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–7Decision-Making StylesDecision-Making Styles•Reflexive Style–Makes quick decisions without taking the time to get all the information that may be needed and without considering all the alternatives.•Reflective Style–Takes plenty of time to make decision, gathering considerable information and analyzing several alternatives.•Consistent–Tends to make decisions without rushing or wasting time.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–8Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–9Types of DecisionsTypes of Decisions•Programmed Decisions–Recurring or routine situations in which the decision maker should use decision rules or organizational policies and procedures to make the decision.•Nonprogrammed Decisions–Significant and nonrecurring and nonroutine situations in which the decision maker should use the decision-making model.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–10Decision-Making StructureDecision-Making StructureExhibit 4–1Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–11Decision-Making ModelsDecision-Making Models•Rational Model (Classical Model)–The decision maker attempts to use optimizing, selecting the best possible alternative.•The Bounded Rationality Model–The decision maker uses satisficing, selecting the first alternative that meets the minimal criteria for solving the problem.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–12Which Decision Model to UseWhich Decision Model to UseExhibit 4–4aCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–13Decision-Making ConditionsDecision-Making Conditions•Certainty–Each alternative’s outcome is known in advance.•Risk–Probabilities can be assigned to each alternative.•Uncertainty–Lack of information or knowledge makes the each alternative unpredictable such that no probabilities can be determined.Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–14Decision-Making Conditions ContinuumDecision-Making Conditions ContinuumExhibit 4–4bCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–15Potential Advantages and Disadvantages of Using Group Decision MakingPotential Advantages and Disadvantages of Using Group Decision MakingExhibit 4–3Copyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–16When to Use Group or Individual Decision MakingWhen to Use Group or Individual Decision MakingExhibit 4–4cCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–17Define the Problem or OpportunityDefine the Problem or Opportunity•Distinguish Symptoms from the Cause of the Problem–List the observable and describable occurrences (symptoms) that indicate a problem exists.–Determine the cause of the problem.–Removing the cause should cause the symptoms to disappear or cease.•Symptom: Customer dissatisfaction•Cause: Poorly trained employees•Solution: Implement customer relations training program for employeesCopyright © 2003 by South-Western/Thomson Learning. All rights reserved. 4–18Set Objectives and CriteriaSet Objectives and Criteria•Setting Objectives–Involves establishing clear objectives that will make for better decisions.–Objectives state what the decisions should accomplish in solving a problem or taking advantage of an opportunity.•Setting


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HC BUSN 270 - Learning Outcomes

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