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54 Cards in this Set
- Front
- Back
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Evidence based decision making |
represents a process of conscientiously using the best available data and evidence when making managerial decisions. |
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A Model of Evidence-Based Decision Making (EBDM) |
Step 1 - Identify the problem or opportunity Step 2 - Gather internal evidence or data about the problem and evaluate is relevance and validity. Step 3 - Gather external evidence about the problem from published research. Step 4 - Gather views from stakeholders affected b decision and consider ethical implications. Step 5 - Integrate and critically appraise all data and then make a decision. |
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Seven Implementation principles |
1. Treat your organization as an unfinished prototype. 2. No brag, just facts 3. See yourself and your organization as others do-don't inflate your talent. 4. Evidence-based management is not just for senior executives but for all employees 5. Like everything else, you still need to sell it. 6. If all else fails, slow the spread of bad practice. 7. The best diagnostic question: What happens when people fail - there is no learning without failure. |
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Why is it hard to be evidenced based? |
1. There's too much evidence 2. There's not enough goo evidence 3. The evidence doesn't quite apply. 4. People are trying to mislead you. 5. You are trying to mislead you. 6. The side effects outweigh the cure. 7. Stories are more persuasive anyway. |
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What are the four dynamics of decision making? THIS DOES NOT MAKE SENSE TO ME??? |
Decision making styles Intuition a decision tree Creativity |
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What are the four decision making styles |
1. Analytical (high tolerance for ambiguity - Value task and technical concerns). 2. Directive (low tolerance for ambiguity - value tasks and technical concerns). 3. Conceptual (high tolerance - ambiguity, Value people and social concerns) 4. Behavioural (Low ambiguity, value people and social concerns) |
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Intuition |
Represents judgements, insights, or decisions that "come to mind on their own, without explicit awareness of the evoking cues and of course without explicit evaluation of the validity of these cues" |
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What is the model of intuition |
it involves - Holistic hunch = Judgement based on a subconscious integration of information stored in memory. - Automated experiences = Choice based on familiar situation and a partially subconscious application of previously learned information related to that situation. |
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What are the four parts in the model of intuition |
1. Expertise - taict and explicit knowledge 2. Holistic Hunch 3. Feelings 4. Automated experience Intuitive processes include - automatic, involuntary and effortless, controlled, voluntary and effortful. |
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A decision tree is? |
A graphical representation of the process underlying decisions and it shows the resulting consequences of making various choices |
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Ethical decision tree |
this decision tree involves asking a series of questions - is it legal, would it be ethical or not ethical to make the action? And advised for and against taking the action ie not legal - do not do it, un-ethical - do not do it etc. Ethical - do it. |
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What does minority dissent mean? |
the extent to which group members feel comfortable disagreeing with other group members, and a group's level of participation in decision making. |
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What are some group problem solving techniques |
1. Consensus - when everyone can say they agree with the decision of have their moment to try and convince others of their viewpoint, but have been unsuccessful. Ultimately everyone agrees to support the outcome. 2. Brainstorming - process to generate a quantity of ideas. 3. Nominal group technique- process to generate ideas and evaluate solutions. 4. Delphi techniques - Process to autonomously generate ideas from physically dispersed experts. 5. Computer-aided decision making - reduces consensus roadblocks while collecting more information in a shorter period of time. group driven electronic meetings. |
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Rules for Brainstorming |
1. Defer judgement 2. Build on the ideas of others 3. Encourage wild ideas 4. Go for quantity over quality 5. Be visual 6. Stay focused on the topic 7. One conversation at a time. |
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Fundamentals of group behaviour - What is a group? |
What is a group? - two or more freely interacting people who share collective norms and goals and have a common identity. |
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What is a formal group? |
A formal group is formed by a manager to help the organization accomplish its goals. |
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What is an informal group? |
An informal group exists when the members' overriding purpose of getting together is friendship. |
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What are the organizational functions fulfilled by formal groups? |
1. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals. 2. Generate new or creative ideas and solutions. 3. Coordinate interdepartmental efforts. 4. Provide a problem solving mechanism for complex problems requiring varied information and assessments. 5. Implement complex decisions. 6. Socialize and train newcomers. |
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What are the individual functions fulfilled by formal groups? |
1. Satisfy the individual's need for affiliation. 2. Develop, enhance, and confirm the individual's self-esteem and sense of identity. 3. Give individuals an opportunity to test and share their perceptions of social reality. 4. Reduce the individual's anxieties and feeling s of insecurity and powerlessness. 5. Provide a problem-solving mechanisms for personal and interpersonal problems. |
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What is Tuckmans five stage theory of group development |
Forming (all of these imply dependence/ Storming Interdependence) Norming Performing Adjourning (return to independence) |
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What are the individual issues involved in tuckmans five-stage theory of group development |
1. how do i fit in? (forming) 2. Whats my role here? (storming) 3. What do the others expect me to do? (norming) 4. How can I best perform my role? (performing) 5. What's Next (adjourning) |
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What are the group issues involved in Tuckmans five-stage theory of group development? |
1. Why are we here (forming)? 2. Why are we fighting over who is in charge and who does what? (storming) 3. Can we agree on roles and work as a team (norming)? 4. Can we do the job properly? (performing) 5. Can we help members transition out? (adjourning) |
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Group development process - Forming |
Group members tend to be uncertain and anxious about their roles, the people in charge and the groups goals. Mutual trust is low. |
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Group development process - storming |
time of testing. Individuals try to determine how they fit into the power structure. Procrastination may occur. |
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Group development process - Norming |
Questions about authority and power are resolved through unemotional, matter of fact group discussion. Group cohesiveness - a "we feeling" binding group members together. |
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Group development process - performing |
Activity focused on solving task problems. Climate of open communication, strong cooperation, and lots of helping behaviour. |
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Group development process - Adjourning |
Work is done and it is time to move on to other things.
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What are the group member roles? |
Roles are the expected behaviours for a given position. There are two types of roles that are particularly important. 1. task roles - enable the group to define, clarify, and pursue a common purpose. 2. Maintenance roles - Foster supportive and constructive interpersonal relationships and keep the group together. |
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What is the task role? |
The task role works as the initiator - suggests new goals or ideas Information seeker/giver - clarifies key issues opinion seeker/giver - clarifies pertinent values Elaborators - promotes greater understanding through examples or exploration of implications Coordinator - Pulls together ideas and suggestions Orienter- keeps group headed toward its stated goal(s) Evaluator - Tests group's accomplishments with various criteria such as logic and practicality. Energizer - Prods group to move along or to accomplish more. Procedural technician - Performs routine duties (e.g. handing out materials or rearranging seats). Recorder - Performs a "group memory" function by documenting discussion and outcomes. |
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What are the maintenance roles? |
Encourager - fosters group solidarity by accepting and praising various points of view. Harmonizer - mediates conflict through reconciliation or humour. Compromiser - Helps resolve conflict by meeting others 'halfway' Gatekeeper - Encourages all group members to participate Standard setter - evaluates the quality of group processes. Commentator - Records and comments on group processes/dynamics Follower - serves as a passive audience |
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Bob's role in his work group is to promote greater understanding through examples or explanation of implications - what is this role |
Elaborator |
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What are norms? |
Norms are an attitude, opinion, feeling, or actions - shared by two or more people - that guides their behaviour. |
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How are norms developed |
1. Explicit statements by supervisors or co-workers 2. Critical events in the group's history. 3. Primacy 4. Carryover behaviours from past situations. |
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Why are norms enforced? |
1. Help the group or orgnization survive 2. Clarify or simplify behavioural expectations 3. Help individuals avoid embarrassing situations 4. Clarify the group's or organization's central values and/or unique identity |
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What is a team |
A team is a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. Task groups that have matured to the performing stage. |
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When do groups become teams? |
a group becomes a team when: 1. Leadership becomes a shared activity. 2. Accountability shifts from strictly individual to both individual and collective. 3. The group develops its own purpose or mission 4. Problem solving becomes a way of life, not a part-time activity. 5. Effectiveness is measured by the group's collective outcomes and products. |
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What are the eight characteristics of effective team players |
1. Are open to new ideas and different ways of working. 2. Share information, experience, and specialized knowledge 3. Seek opportunities for improvement. 4. Develop working relationships with people from different functions. 5. Look for win-win solutions to build trust and sustain relationships. 6. Join only those teams whose goals they highly value, which fosters personal commitment. 7, Are reliable - they do what they say, when they say it, and are prompt and respectful. 8. Are results oriented. All characteristics are action oriented - being a team player is more than a state of mind- it is about action. |
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What are the three C's of team players |
1. Committed 2. Collaborative 3. Competent |
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What is team building? |
Catchall term for a host of techniques aimed at improving the internal functioning of work groups.
Team-building workships strive for greater cooperation, better communication, and less dysfunctional conflict. |
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What are the practical application so f team building |
1. Share personal histories 2. Ask what has worked for you in the past 3. Describe how the team will work together 4. Optimise members' strengths. 5. Establish norms for making decisions 6. Establish processors for giving and receiving feedback. |
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What is a key ingredient of teamwork? |
Trust - reciprocal faith that the intentions and behaviours of another will consider the implications for you. |
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What are the three forms of trust |
1. contractual trust - trust of character 2. Communication trust - trust of disclosure 3. Competence trust - trust of capability |
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How do you build and repair trust? |
it is a cycle 1. communication 2. Support 3. Respect 4. Fairness 5. Predictability 6. Competence (feeds back into communication) |
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What are self-managed teams? |
Self managed teams are groups of workers who are given administrative oversight for their task domains. Administrative oversight involves delegated activities such as planning, scheduling, monitoring, and staffing. |
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What is a common feature of self managed teams? |
Cross-functionalism Team made up of technical specialists from different areas A common feature of self managed teams, particularly above shop flow and clerical levels. |
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Are self managed teams effective? |
1. have a positive effect on productivity 2. Have a positive effect on specific attitudes relating to self-management 3. No significant effect on general attitudes 4. No significant effect on absenteeism or turnover |
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What is a virtual team? |
A physically dispersed task group that conducts its business through information communication technology (ICT) |
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What are the research insights of the benefits of a virtual team? |
1. Reduced real-estate costs 2. Ability to leverage diverse knowledge, skills, and experience across geography 3. Ability to share knowledge of diverse markets. 4. Can reduce work-life conflicts. |
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What are the research insights of the challenges of a virtual team? |
1. differing time zones 2. Language difficulties 3. Holidays, local laws, and customs 4. Inability to observe non-verbal cues, lack of collegiality, difficulty establish trust |
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A practical guide to virtual teams |
1. be strategic about communication 2. Develop productive relationship with key people on the team 3. Treat them as partners, not as direct employees of your employer 4. Pace-mainly because different time zone-agree on what have completed and what need to be transferred. 5. Focus - clearly defines roles, priorities and consistent updates |
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What is a threat to effectiveness LOOK AT PAGE 245 for brief guide |
group think a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when members' strivings for unanimity override their motivations to realistically appraise alternative courses of action. Too much of cohesiveness is not good as it discourages different/alternative view points |
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What is social loafing (another threat to effectiveness) |
The tendency for individual effort to decline as group size increases. |
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What are some of the reasons for social loafing? |
1. Equity of effort 2. Loss of personal accountability 3. Motivational loss due to sharing of rewards. 4. Coordination loss as more people perform the task. |
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What are the attributes of a high-performance team? |
1. Participative leadership 2. Shared responsibility 3. Aligned on purpose 4. Effective communication 5. Future focused 6. Focused on task 7. Creative talents 8. Rapid response. |
