SPH-R 311 1nd Edition Lecture 7 Outline of Last Lecture I. Organizational Structure II. Six Elements of Formal Structure A. Work SpecializationB. Departmentalization C. Chain of CommandD. CentralizationE. Span of ControlF. Formalization III. Design of Formal Structure Outline of Current Lecture I. Programmed Decisions II. Eight Decision Making StylesA. ImpulsiveB. Fatalistic C. Compliant D. ProcrastinationE. Agonizing F. Intuitive G. Play it SafeH. Planner III. Seven Steps to Effective Problem Solving Current LectureI. Programmed Decisions - It is the managers job to make decisions and solve problems - Common problems management face are employee attendance issues, employee conflict, handling customer complaints- Programmed decisions: routine decisions that managers face daily;less time consuming and less difficult to make - Problem solving: choosing issues, setting goals and designing actions - Decision making: evaluating and choosing action - Non-programmed decisions: more challenging, new and unique problems that require more thought- Difficult decisions involve issues like uncertainty, complexity, high risk consequences, alternatives, and interpersonal issues II. Eight Decision Making StylesA. Impulsive- Someone who takes the first alternative presented- “Decide now, think later”B. Fatalistic - Someone who leaves the resolution of the decision up to the environment or fate - Leave everything up to chance- “I don’t mind what I do—whatever happens, happens”C. Compliant - Someone who goes along with someone else’s plan rather than making an independent decision - Trying to please others- “If it’s OK with you, it’s OK with me”D. Procrastination- Someone who delays thought and action on a problem - Someone who avoids a decision or makes up an answer to end the discussion - “I’ll think about it later”E. Agonizing - Someone who spends much time and thought in gathering data and analyzing alternatives only to get lost amidst the data gathered- Wants to make the “right” decision - “I can’t make up my mind”F. Intuitive - Someone who decides based on what is felt but cannot be verbalized - “It feels right”G. Play it Safe- Someone who almost always picks the alternative with perceived lowest level risk- “I like anthropology, but I can get a job in accounting”H. Planner - Someone whose strategy is based on a rational approach with some balance between the cognitive and emotional - Organized decision makers who consider alternatives and follow a strategy III. Seven Steps to Effective Problem Solving 1. Identify the issues—be clear about what the problem is 2. Understand everyone’s interests—critical step that is usually missing, best solution is the one that satisfies everyone’s interests 3. List the possible solutions (options)—brainstorming time, lots of room for creativity4. Evaluate the options—pro and cons5. Select an option or options—what’s the best options 6. Document the agreement/solution— writing down all the options will help work out all the details and implications create opportunities to evaluatethe solution and the implementation 7. Agree on contingencies, monitoring, and evaluation—create opportunities to evaluate the solution and the implementation- Use this process with a large group or on your own - More helpful for more difficult