COB 202 Final Exam (Only Chapter 9+10) (Henderson)

Programmed Decisions

Made as standardized responses to recurring situations and routine problems. Already has experience with the problem/situation.

Indirect Strategies (1):

Managed interdependence. Appeals to common goals. upward referral. Altering scripts and myths.

Intergroup Negotiation

Manager is part of a group that is negotiating with another group.

Group Negotiation

Manager is part of a team whose members are negotiating.

Two-Party Negotiation

Manager negotiates directly with one other person.

Consultative Decisions

Manager or team leader solicits input from other people and then, based on this information, the decision maker arrives at a final choice

Authority/Individual Decisions

Manager or team uses information that he or she possess and decides what to do without involving others.

Soft Distributive Negotiation

One party is willing to make concessions to the other to resolve things.

Moral Problem

One that pose's major ethical consequences for the decision maker or for others.

Decision Making

Process of choosing a course of action for dealing with a problem or opportunity.

Negotiation

Process of making joint decisions when the parties involved have different preferences.

Ethical Double Checks

Provide a means for testing to make sure our decision meet personal moral standards.

Bargaining Zone

Range between one party minimum reservation point and the other parties maximum point.

Functional Conflict

Results in constructive, positive benefits to individuals, the team, or the organization.

Behavioral Foundation

Separate the people from the problem.

Conflict Antecedents (1):

Set the conditions for conflict that are likely to emerge

Judgemental Heuristics

Simplifying strategies or shortcuts used to make decisions. Makes it easier to deal with uncertainty and limited information common to problem situations.

Conflict Resolution

Situation in which the underlying reasons for a given destructive conflict are eliminated.

Non-programmed Decision

Specifically crafted to fit a unique situation. Addresses novel or unexpected problems requiring a special response.

Constituency Negotiation

Each party represents broader constituency.

Stages of Conflict (4):

1. Conflict antecedents 2. Perceived conflict 3. Felt conflict 4. Manifest conflict

Three Attitudinal Foundations of Integrative Agreements (3):

1.) Willingness to Share 2.) Willingness to Trust 3.) Willingness to ask concrete questions of the party.

Types of Intrapersonal Conflict (3):

1.) Approach-Approach 2.) Avoidance-Avoidance 3.) Approach-Avoidance

Two Alternative Approaches to Decision Making:

1.) Classical Decision Model 2.) Behavioral Decisions Model

Under Manifest Conflict, one can engage in (2):

1.) Conflict Resolution 2.) Conflict Suppression

Ethical Double Checks is accomplished by answering 2 sets of questions: (2)

1.) Criteria Questions 2.) Spotlight Questions

Strategies of Managing Conflict (2):

1.) Indirect Strategies 2.) Direct Strategies

Who Decides (3):

1.) Individuals acting alone 2.) Individuals consulting with others 3.) People working together in teams.

Levels of Conflict in Organizations (4):

1.) Interpersonal Conflict 2.) Intrapersonal Conflict 3.) Intergroup Conflict 4.) Interorganizational Conflict

Criteria Questions (4):

1.) Justice 2.) Utility 3.) Rights 4.) Caring

Two Types of Decisions:

1.) Programmed Decisions 2.) Non-programmed Decisions

Steps in Rational Decision Making:

1.) Recognize and Define the Problem or Opportunity 2.) Identify and Analyze Alternative Course of Action 3.) Choose a Preferred Course of Action 4.) Implement the Preferred Course of Action 5.) Evaluate the Results and Follow Up as Necessary

Two types of Conflict

1.) Substantive Conflict 2.) Emotional Conflict

Cognitive Process in Decision Making (2):

1.) Systematic Thinking 2.) Intuitive Thinking

Alternative Decision Environments (3):

1.) Uncertainty 2.) Risky 3.) Certainty

4.) Which heuristic involves assessing a current event based on past occurrences that are easily available in one's memory? A. Creativity B. Representativeness C. Availability D. Anchoring E. Adjustment

A.) Availability

1.) Which of the following establishes the conditions from which conflicts are likely to develop? A. Conflict Antecedents B. Perceived Conflicts C. Manifest Conflicts D. Felt Conflicts E. Distinct Conflicts

A.) Conflict Antecedents

1.) Which of the following is not one of the three attitudinal foundations of integrative agreements? A. Willingness to Negotiate B. Willingness to Share C. Willingness to Trust D. Willingness to ask concrete questions

A.) Willingness to Negotiate

Direct Strategies (2):

Accommodation or smoothing. Avoidance. Competition and authoritative command. Collaboration and problem solving.

Arbitration

Acts as a judge and has power to issue a decision that is binding on all parties.

Manifest Conflict (3):

Addressed by conflict resolution or suppression.

Lose-lose Conflict Strategy

Avoidance

2.) Which of the following conflict management styles involves being cooperative and unassertive. This style is characterized by letting the wishes of others rule, and smoothing over or overlooking differences to maintain harmony? A. Avoidance B. Accommodation C. Competition D. Compromise E. Collaboration

B.) Accommodation

4.) Which of the following is not one of the indirect conflict management approaches? A. Reduced interdependence B. Accommodation C. Appeals to common goals D. Upward referral E. Altering scripts and myths

B.) Accommodation

3.) All of the following are examples of programmed decisions EXCEPT: A. A marketing responding to another new product launched by a long-time competitor B. An act of terrorism C. A team managing recurring projects D. A routine review of compensation by HR E. Dealing with employee absences

B.) An act of terrorism

3.) An example of the application of the __________ is when Mary makes salary increase recommendations for key personnel by simply adjusting their current base salaries by a percentage amount. A. Representativeness Heuristic B. Anchoring and adjustment Heuristic C. Equivalence Heuristic D. Incremental change Heuristic E. Availability heuristic

B.) Anchoring and Adjustment heuristic

2.) An example of __________ would be when a manager tells subordinates that a lunch schedule is needed and asks them when they would like to schedule their lunch and why before making the decision. A. Authority Decisions B. Consultative Decisions C. Group Decisions D. Programmed Decisions E. Satisficing Decisions

B.) Consulting Decisions

5.) ____________ is the decision-making concept that is reflected in the popular adage, "if at first you don't succeed, try, try, and try again." A. Intuition B. Escalating Commitment C. Bounded Rationality D. Nonprogrammed Decision-Making E. Satisficing

B.) Escalating Commitment

2.) Which of the following results in positive benefits to individuals, the group, or the organization? A.) Substantive Conflict B.) Functional Conflict C.) Emotional Conflict D.) Dysfunctional Conflict E.) Intergroup Conflict

B.) Functional Conflict

7.) ____________ is the ability to know or recognize quickly and readily the possibilities of a given situation. A. Expectancy B. Intuition C. Creativity D. Judgement E. Satisficing

B.) Intuition

6.) __________ decisions give the absolute best solution to a problem. A. Classical B. Optimizing C. Behavioral D. Satisficing E. Systematic

B.) Optimizing

4.) Which heuristic involves assessing a current event based on past occurrences that are easily available in one's memory? A. Creativity B. Representativeness C. Availability D. Anchoring E. Adjustment

C.) Availability

1.) ___________ is the tendency to continue a previously chosen course of action even when feedback suggests that it is failing. A. Problem Attributes B. Consensus Decision C. Escalating Commitment D. Heuristics E. A crisis Decision

C.) Escalating Commitment

1.) Which of the following statements regarding conflict is FALSE? A. Managers and team leaders can spend considerable time dealing with conflicts. B. The manager or team leader may act as a mediator to resolve conflicts between other people. C. Given that higher conflicts result in higher performance, managers and team leaders should always push conflict to the highest level. D. Managers and team leaders should be able to recognize situations that have the potential for conflict. E. Managers and team leaders should be able to deal with conflict situations in ways that will best serve the needs of both the organization and the people involved

C.) Given that higher conflicts result in higher performance, managers and team leaders should always push conflict to the highest level.

1.) _______________ is not one of the decision environments. A. Certain Environments B. Risk Environments C. Organized Environments D. Uncertain Environments E. None of the above are correct

C.) Organized Environments

4.) Which of the following exist when decision makers lack complete certainty regarding the outcomes of various courses of action but are aware of the probabilities associated with their occurrence? A. Certain Environments B. Organized Environments C. Uncertain Environments D. Crisis Environments E. Risk Environments

E.) Risk Environments

Hard Distributive Negotiation

Each party holds out to get its own way.

Informational Foundation

Each party must know what they will do if an agreement can't be reached.

Classical Decision Model

Clearly defined problem, knowledge of all possible alternatives and the consequences. Choice of the "optimum alternative," managerial action.

Win-Win Conflict Strategy

Collaboration or problem solving

Win-Lose Conflict Strategy

Competition

Interorganizational conflict (4)

Competition and rivalry in the same markets.

Escalating Commitment

Continuation and renewed effort, on a previously chosen course of action even though it is not working. (Family is so emotionally attached to a business, even thought I might not be making revenue)

3.) Whenever Harper is involved in a disagreement, she tries to partially satisfy both her concerns and the other party's concerns through bargaining and appropriate trade-offs. Which conflict management style does Harper use? A. Avoidance B. Accommodation C. Competition D. Compromise E. Collaboration

D.) Compromise

5.) The five basic steps involved in the rational decision model do not include: A. Recognize and define the problem or opportunity B. Identify and analyze alternatives courses of action, and estimate their effects on the problem or opportunity C. Choose a preferred course of action D. Inform relevant stakeholders of the decision and its consequences E. Implement the preferred course of action.

D.) Inform relevant stakeholders of the decision and its consequences.

2.) Routine problems that arise on a regular basis and which can be addressed through standard responses are known as _________ decisions. A. Arbitrary B. Nonprogrammed C. Industry-wide standard D. Programmed E. Go-to

D.) Programmed

Moral Dilemma

Decision maker faces two or more ethically uncomfortable alternatives. (Either alternative is potentially beneficial and harmful)

Dysfunctional Conflict

Destructive to an individual or team.

Conflict Suppression (2):

Failing to remove or correct the antecedent conditions even though the manifest conflict behaviors may be temporary controlled.

Substantive Conflict

Fundamental disagreement over ends or goals to be pursued, and and the means for their accomplishment.

Emotional Conflict

Interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment.

Intrapersonal Conflict (2)

Involves actual or perceived pressures from incompatible goals or expectations.

Availability Heuristics

Involves assessing a CURRENT event based on past occurrence that are easily available in one's memory.

Anchoring and Adjustment Heuristic

Involves assessing an event by taking an initial value from historical precedent or an outside source and then incrementally adjusting this value to make a current assessment.

Representativeness Heuristic

Involves assessing the likelihood that an event WILL OCCUR based on its similarity to one's stereotypes of similar occurrence.

Line-Staff Conflict

Involves disagreements between line and staff personnel over who has authority and control over decisions.

-------------------------------------- Setting priority is critical to the decision-making process --------------------------------------

N/A

3rd Party Negotiation

Neutral 3rd party works with persons involved in a negotiation to help them resolve impasses and settle dispute.

Intergroup Conflict (3)

Occurs among groups in an organization.

Vertical Conflict

Occurs between levels of leadership.

Horizontal Conflict

Occurs between persons or group working at the same hierarchical level.

Interpersonal Conflict (1)

Occurs between two or more individuals who are in opposition to one another. Can be caused by rivalries, personality differences.

Lack of Participation Error

Occurs when certain people whose support is necessary is not included in the decision-making process.

Role-Ambiguity Conflict

Occurs when communication of task expectations is unclear or upsetting in some way.

Effective Negotiation

Occurs when substance issues are resolved and working relationships are maintained or even improved.

Confirmation Error/Bias

Only seeking cues in a situation that support a preexisting opinion.

Substance Goals:

Outcomes that relate to "content" issues under negotiation.

Relationship Goals

Outcomes that relate to how well people involved in the negotiation and any constituencies they may represent are able to work with one another once the precess is concluded.

Hindsight Error/Trap

Overestimate the degree to which an event that has already taken place could have been predicted.

Avoidance-Avoidance

Person must choose between two negative and equally unattractive alternative.

Approach-Approach

Person must choose between two positive and equally attractive alternatives.

Approach-Avoidance

Person must decide to do something that has both positive and negative consequences.

Intuitive Thinking

Problem approach that is flexible and spontaneous.

Systematic Thinking

Problem approach utilizing rational analytical thinking.

Behavioral Decision Model

Problem not clearly defined, knowledge is limited on possible alternatives and their consequences. Satisfactory alternative, managerial action.

Perceived Conflict (2):

Substantive or emotional difference are sensed.

Framing Error

Tendency to evaluate and resolve a problem in the context in which it is perceived either positive or negative.

Felt Conflict

Tensions creates motivation to act.

Ethics:

The philosophical study of morality or standards regarding good character and conduct.

Mediation

Tries to engage in parties in a negotiated solution through persuasion and rational argument.

Risky

When decision makers lack complete certainty regarding the outcomes of various courses of action, but they are aware of the probabilities associated with their occurrence.

Certainty

When information is sufficient to predict the results of each alternative in advance of implementation.

Uncertainty

When managers have so little information on hand that they cannot even assign probabilities to various alternatives and their possible outcomes. (Most difficult decision environment)

Attitudinal Foundations

Willing to trust the other party.