978-0078029226 Chapter 2 Part 2

Chapter 02 – Making Sound and Creative Decisions

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5. Name and briefly discuss several traps that supervisors frequently fall into when making

decisions.

The traps that supervisors frequently fall into when making decision include the following:

• Making all decisions big decisions—the supervisor who treats every decision as if it

were a life-and-death issue wastes much of his or her time. This type of supervisor

must learn to allocate an appropriate amount of time to each decision, based on its

• Constantly regretting decisions—supervisors should remember that very few

decisions are totally bad and some are just better than others. Often, supervisors who

spend time dreaming about “what–ifs” will not have enough time to implement

current decisions.

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6. List several characteristics of creative people.

Figure 2.6 on page 34 lists some general characteristics of people who tend to excel in

creativity.

• Creative people tend to be bright rather than brilliant.

7. Briefly describe the following techniques for encouraging creativity.

Brainstorming—it is an approach that involves presenting a problem to a group of people

and then allowing the group to develop ideas for solutions. The basic approach is to

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8. List several potential barriers to organization creativity.

Some of the potential barriers to organizational creativity are:

• Fear of failure

• Premature criticism

SKILL BUILDING QUESTIONS

1. Do you think that the same general approach used when making organization decisions

should also be used when making personal decisions? What are the differences and

similarities?

Students’ answers may vary. The same general approach used when making organization

2. Supervisor Bill Quane recently presented a decision situation to his work group in order to

get their input. Much to his dismay, he found considerable disagreement concerning the

decision. At present, he is not sure what to do. What do you think he should do? Why?

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3. As a supervisor faced with many decisions, how would you know which decisions should

be made immediately and which should not be made immediately?

Programmed decisions are those that are routine and are reached by an established

procedure. Nonprogrammed decisions usually have little or no precedent.

4. Identify a person whom you know that you consider to be highly creative. Which of the

characteristics listed in Figure 2.6 on page 34 does this person possess? How would you

rate yourself on these same characteristics?

REFERENCES

ADDITIONAL READING

Refer p. 39 for more details of related books on supervision that can be used for reference.

SKILL BUILDING APPLICATIONS

Incident 2-1: A Second Chance?

1. Do you think that the original decision regarding the selection of computer operators was

fair? Justify your answer.

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2. Do you think that Jill should reconsider her decision to lay off Barbara? Why or why not?

3. What alternatives are available to Jill and which one would you choose?

Students’ answers may vary. The obvious alternatives available to Jill are to:

Incident 2-2: Bad Times at Quality Shoe

This incident is designed to illustrate the use of group decision making.

1. What do you think of Mack’s approach to solving his problem?

2. How would you go about the task if you were Ralph?

3. What do you think Mack should do if he doesn’t think the group’s decision is reasonable?

Chapter 02 – Making Sound and Creative Decisions

Exercise 2-1: “Lost at Sea”

This is a challenging exercise in reaching consensus, which is sure to draw out some differences

in opinion. In most groups, the group score will be better than the individuals who do it on their

own.

1. Sextant—it is relatively useless without tables and a chronometer.

2. Shaving mirror—it is critical for signaling air-sea rescue.

3. Five gallon can of water—it is necessary for survival – to replace water lost through

perspiration, etc.

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1. Were your group decisions better than your individual decisions? Why or why not?

2. Did any individual tend to dominate your group? If so, how could this situation have been

better managed?

Exercise 2-2: Assessing Your Creativity

A. One of many possible answers:

B. Each word contains a series of three letters which are in alphabetical order.

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C. The solution:

1. Why do you think these “simple” problems were difficult for you?

2. Do you think grade-school children tend to do better or worse than adults on problems such

as these? Why?

Exercise 2-3: How Good a Boss Can You Be?

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SUPERVISORY ANECDOTES

The current trend is delegating more decision making and control of projects to those employees

actually doing the work. Often, in today’s business, these employees are contract workers. This

is changing the role of the supervisor and the employment paradigm. Securing the right contract

Few people have been raised in the mold that keeps them free of situations where terrible

business decisions have been made and jobs have been lost, possibly including their own. A lack

of basic leadership is the reason many corporations flounder. Corporations that stand the best

chance of being successful have good leaders and managers and a good product in a fertile trade