Podcast
Questions and Answers
What is the primary focus of the classical decision-making model?
What is the primary focus of the classical decision-making model?
Which assumption is NOT part of the classical decision-making model?
Which assumption is NOT part of the classical decision-making model?
In the decision-making process of the classical model, what is the first step?
In the decision-making process of the classical model, what is the first step?
What is the main goal when selecting an alternative in the classical decision-making model?
What is the main goal when selecting an alternative in the classical decision-making model?
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What distinguishes programmed decisions from nonprogrammed decisions?
What distinguishes programmed decisions from nonprogrammed decisions?
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Which of the following is a limitation of decision making as described in Simon's administrative decision-making model?
Which of the following is a limitation of decision making as described in Simon's administrative decision-making model?
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Which is a characteristic of nonprogrammed decisions?
Which is a characteristic of nonprogrammed decisions?
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What is an important step after listing the consequences of each alternative?
What is an important step after listing the consequences of each alternative?
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What is the main purpose of delegation in a management context?
What is the main purpose of delegation in a management context?
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What is a key feature of the Delphi technique?
What is a key feature of the Delphi technique?
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Which technique focuses on generating ideas individually before sharing with the group?
Which technique focuses on generating ideas individually before sharing with the group?
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What is production blocking in the context of brainstorming?
What is production blocking in the context of brainstorming?
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Which of the following is NOT a step in the Nominal Group Technique?
Which of the following is NOT a step in the Nominal Group Technique?
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What typically occurs in the brainstorming process that can inhibit idea sharing?
What typically occurs in the brainstorming process that can inhibit idea sharing?
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Which decision-making technique utilizes experts' opinions compiled through questionnaires?
Which decision-making technique utilizes experts' opinions compiled through questionnaires?
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What is a primary disadvantage of brainstorming groups highlighted in the content?
What is a primary disadvantage of brainstorming groups highlighted in the content?
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How do individuals with high neuroticism typically perceive ambiguous conditions at work?
How do individuals with high neuroticism typically perceive ambiguous conditions at work?
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What might employees who are high on openness to experience find less stressful?
What might employees who are high on openness to experience find less stressful?
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Which of the following is NOT a physiological consequence of stress?
Which of the following is NOT a physiological consequence of stress?
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The Inverted U model of stress and performance suggests what about the relationship between stress and performance?
The Inverted U model of stress and performance suggests what about the relationship between stress and performance?
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Which of the following is a possible behavioral consequence of stress?
Which of the following is a possible behavioral consequence of stress?
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Which symptom is commonly associated with physiological stress responses?
Which symptom is commonly associated with physiological stress responses?
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What is a typical psychological consequence of stress?
What is a typical psychological consequence of stress?
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How can stress at work be perceived by individuals who do not feel equipped to handle it?
How can stress at work be perceived by individuals who do not feel equipped to handle it?
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Which factor can lead to stress due to misunderstandings and conflicts in a workplace?
Which factor can lead to stress due to misunderstandings and conflicts in a workplace?
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What is a potential outcome when employees experience personal stressors off the job?
What is a potential outcome when employees experience personal stressors off the job?
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Which circumstance is most likely to cause role conflict among employees?
Which circumstance is most likely to cause role conflict among employees?
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In what way has the average work-life balance changed from the 1970s to the 2000s?
In what way has the average work-life balance changed from the 1970s to the 2000s?
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What job-related stressor may result from a poorly designed workplace?
What job-related stressor may result from a poorly designed workplace?
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Which of the following is an example of a personal stressor?
Which of the following is an example of a personal stressor?
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What is a common effect of dual-career couples on work-life balance?
What is a common effect of dual-career couples on work-life balance?
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Which of the following is NOT considered a job-related stressor?
Which of the following is NOT considered a job-related stressor?
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What is primarily determined by the psychological forces within a person in an organization?
What is primarily determined by the psychological forces within a person in an organization?
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Which theory focuses on the relationship between effort and performance?
Which theory focuses on the relationship between effort and performance?
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In the context of motivation, what does 'valence' refer to?
In the context of motivation, what does 'valence' refer to?
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Which component is NOT a part of Vroom's Expectancy Theory?
Which component is NOT a part of Vroom's Expectancy Theory?
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What does 'instrumentality' reflect in the expectancy theory?
What does 'instrumentality' reflect in the expectancy theory?
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Which theory emphasizes employees' needs as sources of motivation?
Which theory emphasizes employees' needs as sources of motivation?
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In Alderfer's ERG theory, which need corresponds to social relationships?
In Alderfer's ERG theory, which need corresponds to social relationships?
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What is a key feature of the expectancy theory related to rewards?
What is a key feature of the expectancy theory related to rewards?
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What does equity theory of motivation emphasize?
What does equity theory of motivation emphasize?
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What effect does perceived inequity have on employees?
What effect does perceived inequity have on employees?
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Which factor tends to decrease group cohesiveness as group size increases?
Which factor tends to decrease group cohesiveness as group size increases?
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How does success of a group affect its cohesiveness?
How does success of a group affect its cohesiveness?
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What is the impact of exclusiveness on group cohesiveness?
What is the impact of exclusiveness on group cohesiveness?
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Which aspect of group diversity is considered beneficial?
Which aspect of group diversity is considered beneficial?
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What is meant by the sucker effect in the context of equity theory?
What is meant by the sucker effect in the context of equity theory?
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Which of these factors is NOT a contributor to group cohesiveness?
Which of these factors is NOT a contributor to group cohesiveness?
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Study Notes
Conflict Resolution
- Conflict resolution is a crucial business skill.
- Organizational conflict arises from various sources.
Sources of Organizational Conflict
- Differentiation: Different departments or functions may have differing views on achieving organizational performance.This can lead to conflict if they prioritize their own tasks or goals over the organization's overall objectives. Departments might try to achieve their own goals at the expense of the organization.
- Task relationships: Overlapping authority, task interdependence, and incompatible evaluations systems may stimulate conflict, especially in rapidly growing organizations when top managers lack time to clarify task relationships and responsibilities. The workflow may depend on a particular function relaying on others, conflicts might arise if some functions are rewarded but others are not. Conflicts arise around capital allocation.
- Scarcity of resources: Conflict over limited resources like capital is common between divisions and between divisions and corporate headquarters (employees vs. shareholders).
Assessing the Conflict Situation
- Long-term importance of the relationship: Understanding the lasting impact of the relationship.
- Importance of the issue (individual and group): Assess the significance from both perspectives.
- Level of two-way trust: Trust and transparency are essential to fostering effective collaboration.
- Communication and listening skills of both parties: Effective communication minimizes misunderstandings and fosters strong relationships.
- Level of stress around the issue(stakes or risks): Identifying the stress levels related to the issue's influence can help determine if the conflict could escalate.
- Complexity of the issue: Assess the difficulty level of the issue, can determine required conflict strategies.
- Time pressures: Time limitations can influence the best path to resolving conflict.
Strategizing the Conflict Situation
- Transactions: If the relationship is short-term or the issue is less significant (e.g., major purchases, mergers). Strategies might include competing, compromising, and collaborating.
- Implicit coordination: If the relationship is important but the issue is less significant (e.g., a grocery line) strategies might include accommodating and compromising.
- Balanced concerns: If both the relationship and the issue are important (e.g., business partners, Mergers). Strategies might encompass collaboration and compromise.
- Relationship: (e.g., work teams, long-time friendships) Collaboration, accommodation, and compromise may be necessary.
Collaboration = Better Decisions
- Successful collaboration results in higher satisfaction, superior decisions, learning, and innovation, and trust-building.
- Regardless of preferred conflict style, collaborating on important and complex issues is usually beneficial.
Decision Making
- Making decisions is a core function for leaders and managers.
- Involving others can be important for gaining approval and implementation. Not all decisions call for a high degree of participation.
Types of Decisions
- Non-programmed decisions: These are for unique or new situations. Extra research or information gathering is required.
- Programmed decisions: These are for repeated, recurring circumstances. Procedures or programs are used when issues or problems are routine. Organizations often have performance programs that guide decisions.
Decision Making Process: Classical Model
- List all possible courses of action representing different approaches to the problem.
- Identify the possible consequences of your choices.
- Rank the alternatives based on your personal preferences or priorities for the consequences.
- Select the alternative that leads to the most desirable outcome.
Critics of Classical Decision Making Model
- People might not have all necessary information
- Consequences are often unpredictable or unknown
- Decision-makers may not have clear preferences or values
March and Herbert Simon's Administrative Decision-Making Model
- Offers a more realistic view of decision making based on limited information and cognitive constraints.
- Acknowledges that decision-makers aim for satisfactory solutions rather than optimal ones because of their limited cognitive abilities.
- Addresses cognitive limitations and incomplete information affecting decision-making.
- Decisions are often satisfactory, but not necessarily optimal.
Participative Leadership
- Key to effective decision-making: Decisions often require multiple parties in complex organizations.
- Participative leadership employs decision procedures allowing contributions from others. Various terms describe aspects of this approach, including consultation, joint decision-making, empowerment, and democratic management.
Types of Decision Procedures
- Autocratic: The leader makes the decision alone.
- Consultation: The leader seeks input but makes the final decision alone
- Joint Decision: The decision is made collaboratively by all involved parties.
- Delegation: Authority is given to others to make a decision.
Group Decision Making Techniques
- Brainstorming: Spontaneous, participative process to generate a wide range of alternatives.
- Nominal group technique: Members develop ideas independently, then discuss and rank ideas to identify the preferred choice.
- Delphi technique: Experts complete questionnaires separately, and summaries, along with additional questions, are shared. The process is repeated until a consensus is reached.
- Group members tend to be inhibited, or blocked, from sharing all their ideas in a brainstorming session potentially reducing overall productivity.
Stress At Work
- Stress is a common experience involving opportunities or threats perceived as significant
- Potential stressors stem from personal situations, personal life balance conflicts, group dynamics, and job requirements and demands.
Personality and Stress
- Specific personality traits are correlated with varied levels of stress tolerance and susceptibility to workplace pressures.
- People with high neuroticism tend to perceive more threats and stressors, and may be less equipped to manage them.
Consequences of Stress
- Stress has both physiological (physical) and psychological (emotional) and behavioral (actions) effects.
- Physiological effects can include sleeping disorders, sweaty palms, high blood pressure and more; Psychological effects can include bad moods, feelings of anxiety, anger, or bitterness, or burnout; Behavioral effects can include changes in work performance, relations with coworkers or family, and more.
Stress and Performance: The Inverted U
- Moderate levels of stress enhance performance. Very low and very high levels lead to lower performance.
Potential Sources of Stress
- Personal stressors: Stressors stemming from personal life issues.
- Work-life balance: Conflicts between work and personal life.
- Group and organization stressors: Conflicts between members or entire departments, and/or conflicts with external groups or organizations.
- Job-related stressors: Pressure exerted by job demands and/or responsibilities (promotion, conflict, job overload or underload).
Coping with Stress
- Problem-focused coping: Strategies designed to address the source of stress directly (Time management, mentoring, role negotiation).
- Emotion-focused coping: Strategies geared toward managing the emotional response associated with stress (exercise, meditation, social support, and counseling).
Motivation
- Work motivation is the psychological driving force behind a person's behaviors, effort, and perseverance in pursuing organizational goals.
- Work performance often depends on the motivational forces within an individual.
- These forces can be positive, enhancing overall effectiveness, or negative, hindering outcomes.
Theories of Work Motivation
- Need theory: Focuses on the fulfillment of employee needs. These needs impact motivation and performance.
- Expectancy theory: Motivation is a function of valence, instrumentality, and expectancy.
- Equity theory: Focuses on fairness perceptions and potentially motivating tensions within a given situation.
- Organizational justice theory: Focuses on overall judgments on fairness through distributive, procedural, interpersonal, and informational dimensions.
Work Groups & Teams: Social Loafing & Sucker Effect
- Social Loafing: The tendency for people to exert less effort when working in a group compared to when working alone.
- Sucker Effect: Group members become less motivated when they observe others social loafing. Their fear of being taken advantage of makes them reduce effort also.
Dynamics of Effective Work Groups: Cohesiveness
- Group size: Small or medium groups generally achieve greater cohesiveness.
- Similarity/Diversity: Homogeneity can increase cohesiveness but diversity allows broader resources.
- Success: Successful completion of goals often promotes cohesiveness.
- Competition: External competition to other work groups can promote internal cohesiveness within groups to achieve success.
- Exclusiveness: Groups with difficult membership requirements often have stronger cohesiveness and status, which may affect other groups.
Effective Work Groups: Control
- Establishing Roles: Individuals have particular tasks, responsibilities, and potential privileges within a team structure.
- Setting up norms and rules: Rules set guidelines for actions and acceptable conduct to ensure smooth operations and performance; norms are established behaviors that promote a sense of order and fairness.
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Description
Explore the vital concepts of conflict resolution within organizations. This quiz covers sources of organizational conflict, including differentiation, task relationships, and scarcity of resources. Strengthen your understanding of how to address and manage conflicts effectively in a business environment.
