C. The Decision Making Model
LO 6. List the five steps in decision-making model.
The decision-making model steps are: 1. define the problem, 2. set objectives and criteria, 3.
Model 11-2, Decision Making Model, may be shown to illustrate the five steps
When to Use the Decision Making Model Use the model when making important nonrecurring
decisions when the outcome is risky or uncertain
Step 1. define the problem. –Distinguish Symptoms from the Causes of the Problem.
Not in the book. EX. In an actual situation, the owner of an office building was getting complaints
from tenants who said “the elevator is too slow.” Some threatened to move out if nothing was done
about the slow elevator. Replacing the elevator would be expensive. Rather than accept the problem
as the tenants defined it, the owner hired a consultant to look into the problem. The consultant
defined the problem differently “tenants are bored while waiting for the elevator.” His recommended
solution was not a new expensive elevator, it was to place mirrors next to the elevators so that the
tenants could look at themselves while waiting. The owner put up the mirrors, and the complaints
stopped. By properly defining the problem, through distinguishing symptoms from the cause of the
problem the owner saved a substantial amount of money. A new faster elevator may not have
stopped the complaints.
Step 2. set objectives and criteria—must and want.
Step 3. generate alternatives.
Step 4. analyze alternatives and select one. Cost-benefit is helpful
Step 5. plan, implement the decision, and control. Take corrective action as needed.
WA 12- Solve the problem you now face, question 11, following the five steps in the problem
solving and decision making model. Be sure to write it out clearly labeling each step.
SA- Step 1. Define the problem. The cause of the problem was the other scheduled wedding. Step 2.
Objective: To have the wedding at our church on Sunday of Columbus day weekend. Criteria:
Columbus day weekend. Early afternoon. Step 3. Alternatives. a) Get married in another church. b)
Step 5. Plan, implement the decision, and control. We planned, then went and talked to the priest
VII. CREATIVITY AND GROUP PROBLEM SOLVING AND DECISION MAKING
KT- Creativity- the ability to develop unique alternatives for solving problems.
A. The Creative Process
KT- stages in the creative process: 1. preparation, 2. possible solutions, 3. incubation, 4. evaluation.
Model 11-3, Stages in the Creative Process, may be used to show the four stages:
WA 13- Give an example of how you solved a problem using the stages in the creative process, or
solve an existing problem using it.
SA- One such decision I made was finding a way to organize data. As I was conducting a telephone
survey of major personnel directors in Springfield I had data everywhere. Step 1. Preparation. I
Exhibit 11-6, Responses That Kill Creativity, may be shown as a list of phrases not to use.
B. Using Groups to Generate Alternatives.
LO 7. Describe five techniques for generating creative alternatives.
1. Brainstorming is the process of suggesting as many alternatives as possible without evaluation, to
3. Nominal grouping is the process of generating and evaluating alternatives using a structured
5. Delphi technique involves using a series of anonymous questionnaires to refine a solution.
Exhibit 13-4, Techniques for Generating Creative Alternatives, may be shown as you cover the five
techniques.
1. KT- Brainstorming- the process of suggesting as many alternatives, without evaluation, to solve a
Brainwriting, writing ideas and Electronic brainstorming are variations of brainstorming.
2. Synetics- the process of generating novel alternatives through role playing and fantasizing. EX.
The supervisor has two groups of assembler employees. Both groups must work together to create
3. Nominal grouping- the process of generating and evaluating alternatives using a structured voting
method. EX. The department will be buying a new computer. There is a lot of disagreement among
4. Consensus – the process of developing a group agreement on a solution to a problem. EX. In the
5. Delphi technique- polls a group of experts through a series of anonymous questionnaires. It is
WA 8- Give example situations in which it would be appropriate for a supervisor to use
brainstorming, synetics, nominal grouping, consensus mapping, and the Delphi technique.
SA- a) Brainstorming could be used by an auto manufacture to come up with a name for its new
economical, yet sporty car. b) Synetics could be used by a team of writers who have to develop
Application Situations
Using Groups to Generate Alternatives, AS-11.5
21. B. Synetics. This technique is used to create fantasy products/ toys. Kids are great at fantasizing.
22. D. Consensus mapping. Using a consensus technique helps get the commitment to the changes
23. C. Nominal group. A voting technique would work fine for selecting furniture.
C. Advantages And Disadvantages Of Group Decision Making
Synergy occurs when the group’s solution to a problem or opportunity is
superior to all individual’s.
See Exhibit 11-8
Advantages And Disadvantages Of Group Decision Making
Advantages Disadvantages
– Better decisions
– More alternatives
– Acceptance and Commitment
– Morale
– Time
– Domination
– Conformity of Groupthink
– Responsibility and Social Loafing
SB 11.3- Individual vs. Group Decision-Making, can be used to illustrate the difference in the same
decision being made by individuals and a group.
VIII. DOES TEAMWORK AND DECISION MAKING APPLY GLOBALLY?
No there are differences based on collective and individualistic and high and low power distance.
IX. PUTTING IT ALL TOGETHER
Exhibit 11-9, The Team Performance Model, may be shown to combine the major concepts of Chapter 11.
SB 11.1- Group Dynamics, can be used to develop students’ understanding of group dynamics and structure, and how to
Self-Assessment Exercise 11-4 Personality Traits and Teams
LEARNING OUTCOME ANSWERS
NOTE: Below are recommended answers to the learning objectives. The learning objectives with answers also
appear in the test bank so that you can test students on them as short answer/essay questions.
You may also want to limit the number of learning objectives that you expect students to know for the exams. For
example, you could select 2-5 from each chapter that you believe are the most important things that students should
know. Assume you have a total of 10 for an exam. You could tell students to know the answers to all 10 and that you
will select 3 of them for the exam.
LO 1. Explain the six components of group dynamics and how they affect group performance.
Group dynamics refers to the patterns of interactions that emerge as groups develop. 1. Objectives- without clear objectives
groups will not be effective. 2. Group size- if the group is too large or small it will not be effective. 3. Group norms- the group’s
LO 2. State the five stage of a group’s development.
The five stages of group development are:
Stage 1. Orientation- low development level D1, members have a high commitment but low competence to perform
the task. Stage 2. Dissatisfaction- moderate development level D2, members have a lowered commitment and have
LO 3. Identify which situational supervisory style to use with a group, based on its stage of development.
Stage 1. Orientation- low development level D1. The supervisor should use the autocratic style S-A; high task/low
maintenance. Stage 2. Dissatisfaction- moderate development level D2. The supervisor should use the consultative style S-C;
LO 4. Explain how to plan for and conduct effective meetings.
Planning the meeting- set objectives, determine who will participate and their assignments, develop an agenda, and
LO 5. Identify six problem members and explain how to handle them so they do not have a negative effect on your
meeting.
1. Silent- bring them into the discussion without pushing them. The rotation method is helpful. 2. Talker- slow them
4. Bored- keep them interested. Keep them involved by asking for their input. Assign them task that will hold their
LO 6. List the five steps in decision-making model.
The decision-making model steps are: 1. define the problem, 2. set objectives and criteria, 3.
LO 7. Describe five techniques for generating creative alternatives.
1. Brainstorming is the process of suggesting as many alternatives as possible without evaluation, to
2. Synetics is the process of generating novel alternatives through role playing and fantasizing.
3. Nominal grouping is the process of generating and evaluating alternatives using a structured
COMMUNICATION SKILLS
The following critical thinking questions can be used for class discussion and/or as written assignments to develop
communication skills. The questions can also be used for exams.
Note: The questions are based on opinions and personal experiences, so there are no correct answers.
1. Many of the TV reality shows have an element of teamwork. However, they often have members of the teams
doing negative things to each other to get ahead. Do you believe that these negative examples of poor teamwork
influence peoples’ behavior in real-life groups? Can you give any examples of TV shows that give positive
examples of good teamwork?
2. It has been said that the team performance model is too simplistic; group performance is much more complex.
Do you agree with this statement? How can the model be used?
3. What is the difference between a rule and a norm? Do norms help or hurt groups? Is it ethical to make group
members comply with group norms? Can groups stop having norms?
4. It has been said that success breeds cohesiveness, which in turn leads to more success. What does this mean?
How is it supposed to work? Do you agree with the statement?
5. Select a work or sports team to which you belong/have belonged. Which team member (not the manager or
coach) had the highest level of status? Identify the factors that contributed to that person’s high status.
6. The younger generations have been called the “me generation” because they only care about themselves. Do
you agree with this statement? How does putting oneself as number one affect group performance? Which group
role is illustrated through the “me generation” statement?
7. Team development stages state that most people coming to a new group are enthusiastic, but that with time they
lose some of their morale. What types of things happen in most groups to cause this decline in morale? Be sure to
focus on the components of team structure and team dynamics.
8. Many people complain about meetings. Recall a meeting that you have attended. Do you have any complaints
about it? State whether or not the meeting had each of the four parts of a written meeting plan (Exhibit 11.5) and
whether the meeting included
(1) reviewing objectives, (2) covering agenda items, and (3) summarizing and reviewing assignments. How could
the meeting have been improved?
9. Identity the types of problem team members you have encountered. Did the team leader effectively handle
these problem members? How could the leader have done a better job of managing these members?
10. What is the role of intuition in decision making? Should managers use more objective or subjective intuition
techniques when making decisions?
11. Is following the steps in the decision-making model really all that important? Which steps of the model do you
tend to follow? Which steps do you tend to not use? Will you use the model in your personal and/or professional
life?
12. Should managers be ethical in their decision making? If so, how should ethics be used in decision making?
13. Are creativity and innovation really that important to all types of businesses?
14. Is it important to evaluate a creative idea before it becomes an innovation?
15. Have you used any of the five techniques for generating creative alternatives? If yes, which ones?
16. Which of the potential advantages and disadvantages of group problem solving and decision making do you
think arise most frequently?
17. With virtual team members from all over the world, how does the global economy affect team performance?
18. How do your personality traits affect your teamwork and decision-making style and your interest and ability
to participate in group decision making?
WORK APPLICATION SAMPLE ANSWERS
You may give these student answers below as part of your lecture before, after, or in place of
getting student answers. You may have students write out their answers and pass them in to be
graded. Another option is to use them on the exams.
All the work application questions appear in the test bank so that you can assess students’
ability to apply the concepts to their work world. However, because student answers will vary,
there are no answers in the test bank.
You may also want to limit the number of work applications that you expect students to pass in for grading and/or to
know for the exams. For example testing, you could select 2-5 from each chapter that you believe are the most
important things that students should be able to apply to their jobs. Assume you have a total of 10 for an exam. You
could tell students to have prepared answers to all 10 and that you will select 3 of them for the exam.
WA 1- Did the group agree on and were they committed to clear objectives? Explain your answer.
SA- I was a member of a sorority and was a member of the functional group of leaders. Yes we set clear objectives
WA 2- How large was the group? Was the size appropriate? Explain.
SA- Our sorority group had seven members. I liked the size of the group, it was appropriate because it was large
WA 3- List at least three of the group’s norms. Identify them as positive or negative? How does the group enforce
these norms?
SA- Our group norms included arriving late for meetings, participating in weekly meetings, and respecting the
group’s objectives and individualities of members. Starting meetings late was a negative norm. It was enforces by
WA 4- Is the group cohesive? How did the text factors influence cohesiveness? How does the level of cohesiveness
affect the group’s performance? Explain your answers.
SA- Yes, we had clear objectives and we worked as a team to achieve them. Our size of seven members and being
WA 5- List each group member in order of status in the group, including you. What are some of the characteristics
that lead to high or low status?
SA- 1. Sue-president, 2. Karen-vice president, 3. Danielle-treasurer, 4. Nicole-secretary, 5. Nora-alumni
WA 6- Using your listing from Question 5, identify the major roles played by each group member, including
yourself.
SA- 1. Sue-president- task and maintenance, 2. Karen-vice president- task, 3. Danielle-treasurer-maintenance, 4.
WA 7- Identify the group’s stage of development and the leader’s situational supervisory style used. Does the leader
use the appropriate style?
SA- My group’s stage of development was stage 4-production, high commitment, great development and high
WA 8- What can be done to improve the group’s dynamics? Explain.
SA- The only problem we had was Dela, she did not help the group. We should have pressed her to do her share of
WA 9- Recall a specific meeting you attended. Did the group leader plan for the meetings by stating meeting
objectives, identifying participants and their assignments, making an agenda, stating the time and place of the
meeting? Did the leader provide a written meeting plan to members prior to the meeting? Explain your answers, and
state what you would do differently if you were the leader.
SA- Our leader did plan for the meetings by stating meeting objectives and what we needed to accomplish.
Participants were identified and their assignments were clear. There was an agenda stating the time and place of the
To improve our group I would have used more consensus for decision making rather than voting. When members
WA 10- Identify group problem members at a meeting you attended. Was the leader effective in handling them?
What would you have done to make them more productive members? Explain in detail.
SA- In my group there was a silent member, who did not participate unless asked, but would complain when she
The group leader was not effective in handling him because she ignored the silent member. I would not ignore
WA 11- Give an example of a problem you face now.
SA- Getting married in October on the Sunday of Columbus day weekend. We got the reception hall, but the church
WA 12- Solve the problem you now face, question 11, following the five steps in the problem solving and decision
making model. Be sure to write it out clearly labeling each step.
SA- Step 1. Define the problem. The cause of the problem was the other scheduled wedding. Step 2. Objective: To
have the wedding at our church on Sunday of Columbus day weekend. Criteria: Columbus day weekend. Early
WA 13- Give an example of how you solved a problem using the stages in the creative process, or solve an existing
problem using it.
SA- One such decision I made was finding a way to organize data. As I was conducting a telephone survey of major
personnel directors in Springfield I had data everywhere. Step 1. Preparation. I talked to other managers for
APPLICATION SITUATION ANSWERS
Group Structure, AS-11.1
1. B. Size. Adding employees increases the size of the department.
2. A. Objectives. Changing of objectives bothers this person and possibly many others as well.
Roles, AS-11.2
6. B. Maintenance. This is the compromiser role.
7. B. Maintenance. This is the gate keeper role.
Group Development Stages, AS-11.3
11. A. Stage 1. This is characteristic of new groups coming together.
12. D. Stage 4. The group has a high level of “production.”
Group Problem People, AS-11.4
16. B. Talker. To help slow Hank down, call on other members and/or use the rotation technique.
17. D. Bored. People are not classified as silent for one day; if they were silent they would not have participated in the past.
18. C. Wanderer. This is off the topic. Recommend that rumors not be spread, or at least not during a meeting.
19. A. Silent. Eunice is last because she is the silent type. Encourage her to stand up for her answers. Use the rotation technique
Using Groups to Generate Alternatives, AS-11.5
21. B. Synetics. This technique is used to create fantasy products/ toys. Kids are great at fantasizing.
22. D. Consensus mapping. Using a consensus technique helps get the commitment to the changes
23. C. Nominal group. A voting technique would work fine for selecting furniture.
CASE–ANSWERS
Mark Zuckerberg – Founder & CEO of Facebook
1. There are four team structure components that along with team dynamics and development, affect
team performance. Which of the four components does the case feature with examples?
The case provides details. Conflict, leadership, composition, and creative problem
solving and decision making are the four components of team structure. Zuckerberg does
2. How would you describe Mark Zuckerberg as a team leader?
It’s a known fact that teams with effective leadership outperform teams lacking leadership skills.
Zuckerberg is described as a very warm individual with a quick smile. He does not shy away from eye
Mark is one of the most well-known leaders in the last ten years of business. He
3. Describe the team dynamics at Facebook?
Facebook recruits only the best. As quoted in the case, “You don’t get a lot of shy, retiring types at
Facebook.” As a team, Facebook employees are intelligent, experienced, productive and highly-sought
4. Base on the facts of the case, where will you categorize teamwork at Facebook? Base your answer on
the team development stages in the text.
The stages of teamwork are orientation, dissatisfaction, resolution, and production.
Facebook went through the early stages of group development before the company went
5. Would you describe Mark Zuckerberg as having a reflexive, reflective or consistent decision-making style?
In the case it is said that mark Zuckerberg can easily become impatient with followers during one-on-one
meetings. “If you’re not making compelling points, he kind of just tunes out.” It would appear from this
Mark showed the ability to be a reflexive decision maker and make quick decisions early
in his career to build Facebook into a huge company. But, as he has aged and gained
Cumulative Questions
6. How do Mark Zuckerberg’s values, self-concept and ethics (Chapter 3) affect his life and leadership
of Facebook?
With all his riches, Mark Zuckerberg is not materialistic; rather he prefers to help others with his riches. He
values personal relationships over the trappings of wealth. He is someone who is truly comfortable with
himself and the values he holds. In 2010, Zuckerberg announced that he would put up $100 million of his
7. According to the Two-Dimensional Leadership Style studies (Chapter 7), a leader’s behavior towards
followers can classified as either initiating structure or consideration—both or neither (Ohio State
University Studies). The Leaderships Grid identifies concern for production or people –both or
neither—with five leadership styles. Which dimension(s) would you associate with Mark
Zuckerberg?
Those who don’t know him except for what has been published in movies or magazines may say that he is
more of the initiating structure/job-centered type. Mark’s entrepreneurial drive to build Facebook
OBJECTIVE CASE 11 ANSWERS
Group Performance
1. A. Functional group. It is a supervisor and subordinates.
3. E. 1 and 3. Both group 1 and 3 are committed to attaining its objectives. Unfortunately group 3 is committed to the objective
4. D. 1 and 2. Groups 1 and 2 both meet the standard set by management.
5. E. 1 and 3. Groups 1 and 3 stick together, 2 does not. One reviewer disagrees, stating that A. is the correct answer. The
6. C. 3. Group three plays the blocker role keeping production low.
9. C. 3. Group 2’s commitment seems to vary, causing a variation in production. However, the group is competent to do the job,
10. B. 2. Group 3 is best classified in the dissatisfaction stage. The group has a low commitment to production and standards,
11. The author would supervise each group differently, because they are in different stages of development.
Group 1. Because of its outstanding development, the author would use a laissez-faire supervisory style. He recommends
Group 2. The author recommends using the participative supervisory style with the group as a whole. He would focus on
maintenance roles. To develop cohesiveness he would call in a human resources specialist to conduct a team building program
(To be discussed in chapter 13), of which he would be a participant. With the three members who perform between 80-90