PROBLEM SOLVING AND DECISION MAKING HEURISTICS- A rule of thumb used in decision

making. Example:-Policy to reject job applicant

WHAT IS A PROBLEM? who does not smile during the first three minutes
-A discrepancy between ideal and actual of the job interview.
conditions. INTUITION- An experienced-based way of
Example: A hospital might have too knowing or reasoning in which weighing and
many beds unoccupied when the ideal balancing evidence are done unconsciously and
is to have an occupancy rate of 905 or automatically.
Greater.
WHAT IS A DECISION? FACTORS AFFECTING DECISION MAKING
- Choosing among alternatives, such as affiliating
with more doctors so as to receive more patient
rereferrals
WHAT IS A NONPROGRAMMED DECISION?
- Adecision that is difficult because of its
complexity and the fact that the person faces it
infrequently.
- Mayprovide unpredictable results.
WHAT IS A PROGRAMMED DECISION?
- A decision that is repetitive, or routinely, and
made according to a specific schedule.
- Organization develops specific processes for
ORGANIZATIONAL PROGRAMS FOR
handling them.
IMPROVING CREATIVITY AND INNOVATION
- Creativity Training
- Brainstorming
- Appropriate Physical Surroundings
- Systematically Gathering Ideas
SELF-HELP TECHNIQUES FOR IMPROVING
CREATIVITY
1. Keep track of your original ideas by maintaining
an idea notebook or a computer file. Few people
Steps in Problem Solving and Decision
have such uncluttered minds that they can recall
Making
all their past flashes of insight when they need
these insights.
2. Stay current in your field and be curious about
the environment. Having current facts at hand
gives you the raw material to link information
creatively.
3. Improve your sense of humor, including your
ability to laugh at your own mistakes. Humor
helps reduce stress and tensions, and you will be
more creative when you are relaxed.
4. Adopt a risk-taking attitude when you try to find
creative solutions, You will inevitably fail a few
Bounded Rationality and Influences on
times.
Decision Making
5. Identify the times when you are most creative
BOUNDED RATIONALITY- The observation that
and attempt to accomplish most of your creative
people’s limited mental abilities, combined with
work during that period. Most people are at their
external influences over which they have little or
peak of creative productivity after ample rest, so
no control, prevent them from making entirely
try to work on your most vexing problems at the
rational decisions.
start of the workday.
SATISFYING DECISIONS- A decision that meets
the minimum standards of satisfaction.
6. When faced with a creativity block, step back
from the problem and engage in a less mentally
demanding task for a brief pause, or even a day
UNDERSTANDING WORK TEAMS KEY ROLES OF TEAM

TEAM DYNAMICS
- Use of Employee Talents
- Responsible and flexible
- Facilitate employee participation
WORK TEAMS
- Generates positive synergy through coordinated
effort.
-The individual efforts result in a level of
performance greater than the sum of those
individual inputs.
TYPES OF TEAMS
PROBLEM SOLVING TEAMS
- In the past, teams were typically composed of 5 STAGES OF TEAM DEVELOPMENT (Tuckman
to 12 hourly employees from the same Model)
department who met for a few hours each week 1. Forming: Team members get to know one
to discuss ways of improving quality, efficiency, another and understand the task at hand.
and the work environment. 2. Storming: Conflicts may arise as members
- These problem-solving teams rarely have the express different opinions and establish roles.
authority to unilaterally implement any of their 3. Norming: The team starts developing
suggestions. cohesion, establishing norms and shared
SELF-MANAGED WORK TEAMS expectations.
- Are groups of employees (typically 10 to 15 in 4. Performing: The team operates efficiently,
number) who perform highly related or focusing on achieving objectives.
interdependent jobs and take on many of the 5. Adjourning: The team disbands after the
responsibilities of their former supervisors. project is completed.
CROSS-FUNCTIONAL TEAMS
- Made up of employees from about the same
hierarchical level but different work areas, who
come together to accomplish a task.
VIRTUAL TEAMS
- Virtual teams use computer technology to unite
physically dispersed members and achieve a
common goal.
- They collaborate online—using communication
links such as wide area networks,
videoconferencing, or e-mail—whether they’re a
room away or continents apart.

TEAM EFFECTIVENESS MODEL

 WORKPLACE COMMUNICATION

WHAT MAKES A GOOD CONVERSATION?

- You establish a sense of connection.
- You set a common goal.
- Sharing of ideas
- Getting the trust
- Feel valued Get to know the person better
- Personal Experience
- You embrace differences IMPORTANCE OF COMMUNICATION
- You are a good listener 1. Communication is the vehicle through which
- There is a sense of respect people clarify their expectations and coordinate
CHARACTERITICS OF A GOOD work, which allows them to achieve organizational
COMMUNICATOR objectives more efficiently and effectively.
- Good Listener 2. Communication is also an important instrument
- Appreciative for organizational learning and decision making.
- Empathetic 3. Effective communication minimizes “silos of
- Polite knowledge,” the situation in which knowledge is
- Respectful cloistered or hoarded rather than distributed to
- Friendly others throughout the organization.
- Sincere 4. Communication also aids employee well-being.
- Reliable 5. Communication with others is important. It
helps in validating their self-worth and maintain
WHAT IS COMMUNICATION? social identity.
The process by which information is transmitted Effective Communication can help you:
and understood between two or morepeople. 1. Manage employees and build teams.
2. Grow your organization more rapidly and retain
COMMUNICATION PROCESS MODEL employees.
3. Benefit from enhanced creativity and
innovation.
4. Become a better public speaker.
5. Build strong relationships and attract more
opportunities for you or your organization. Helps
you express professional needs and emotions.

4 MAIN FUNCTIONS OF COMMUNICATION 5 C’s of COMMUNICATION

- CONTROL 1 . CLEAR. Your message is clear. You know
-EMOTIONAL what you want to avoid any judgment.
- EXPRESSION MOTIVATION 2 . COMPELLING. Being attracted to your
- INFORMATION message and encourage strong interest and
attention. Others would like to listen.
TYPES OF COMMUNICATION 3 .CURIOUS. Genuinely listening to other person
- Written to unluck a true understanding of their viewpoint.
- Non Verbal When you are curious, you ask questions to
- Verbal/ Oral clarify.
- Visual 4.CONCISE. Direct and clear with communication
your and ensures that you properly convey your
intentions.
5.COMPASSIONATE. You understand the
person; you listen to their feedback and setting
aside your own personal biases, judgments, and
assumptions.
TYPES OF COMMUNICATION
3 INDICATORS OF WORKPLACE
COMMUNICATION
1. PURPOSE. Am I speaking/writing to
request/provide information or to persuade?
2. AUDIENCE. Why do they need this
information? What factors might influence their
response?
3. TONE. The way we use our voice to convey
meaning, emotions, or attitudes.

DIRECTION OF COMMUNICATION

UPWARD COMMUNICATION
- Communication of subordinates to superiors or
of employees to managers.
- Employees speak directly to management in an
environment with an “open door policy”
EXAMPLES OF UPWARD COMMUNICATION
- Suggestion Boxes
- Employee Satisfaction Surveys
- Company Meetings
- Reply Letter from your Manager
DOWNWARD COMMUNICATION
- Communication of superiors to subordinates or
management to employees.
EXAMPLES OF DOWNWARD
COMMUNICATION
- Bulletin Boards
- Newsletters
- Policy Manuals
- Memorandum
LATERAL/HORIZONTAL COMMUNICATION
- Communication between you and an audience
within your level of hierarchy.

EXAMPLES OF LATERAL COMMUNICATION

- A phone call from a co-worker you are
collaborating with
- Email between two colleagues in the same
department

DIRECTIONS OF COMMUNICATION

EXAMPLES OF COMMUNICATION CHANNELS LEADERSHIP IN ORGANIZATIONS

LEADER defined
- Any person who is followed by others. - Confidence
- A systematic process of influencing and - Builder
motivating members to achieve a common goal. - Motivator
- Coordinator
What are the personal characteristics - Optimist
associated with leadership? Motivation to Lead involves 3 Factors:
AFFECTIVE IDENTITY MOTIVATION- Enjoy
LEADER EMERGENCE being in-charge and leading others.
- We inherit traits and abilities that might influence NON-CALCULATIVE MOTIVATION- Seek
our decision to seek leadership leadership positions when they perceive that such
- Leader Emergence is the idea that people who positions will result in personal gain. SOCIAL-
become leaders possess traits or characteristics NORMATIVE MOTIVATION- Become leaders out
different from people who do not become leaders. of a sense of duty.

TRAIT THEORIES (Big 5 Personality Traits) : EXCELLENT LEADERS vs. ALOOF LEADERS
O-C-E-A-N Excellent Leader - Intelligent, Assertive,
Friendly, and Independent
OPENNESS TO EXPERIENCE Aloof Leader- Shy, Aloof, Detache
- Have broad range of interests.
- Curious about the world LEADER PERFORMANCE
- How willing a person to try new things. Involves the idea that leaders who perform well
- Explorer possess certain characteristics that poorly
- Has broad interests (KSAOs) performing leaders do not.
CONSCIENTIOUSNESS
- Individual’s desire to be careful and diligent. LEADER PERFORMANCE is influenced by:
- Goal-directed/oriented behavior. TRAITS- self-monitoring; focuses on what leaders
- Organized and mindful in details do rather than what they are.
EXTROVERSION COGNITIVE ABILITY- leaders have the wisdom,
- Measures how energetic and outgoing intelligence, and creativity.
someone is. NEEDS- leaders have high need for power and
- Sociable. low need for affiliation.
- Assertive
- Finds it easy to make friends. DIFFERENT STYLES OF LEADERSHIP
AGREEABLENESS 1. AUTOCRATIC LEADERSHIP
- Refers to how individuals interact with each - Direct or orders participants on what to do.
other. - “Do what I tell you”. (Dictatorship)
- Tend to be more cooperative and cares - Combination of personality, experiences, and
about others. ways of thinking.
- Enjoys helping and contributing to - “One man show and hand off”. life
happiness of other people. - Leaders make all the decision on behalf of the
NEUROTICISM team without consulting them or taking any input
- Represents how likely someone is to or suggestions.
experience negative emotions. 2. DEMOCRATIC LEADERSHIP
- Characterized by sadness, moodiness, and - Leaders make the decision based on the inputs
emotional instability. given by the team members.
- Collaborative and consultative
Remember…. People who are high in - Each member has the opportunity to contribute.
Openness, Conscientiousness, and - Leaders decide and consults members.
Extraversion, and low in neuroticism are more
likely to be leaders.
3. LAISSEZ-FAIRE LEADERSHIP
ROLE OF A LEADER - Passive approach to leadership.
- Initiator
- Leaders provide their team members with the 2. Good Communicator
necessary tools, information, and resources to 3. Charismatic
carry out work tasks. 4. Confident
- Empowers employees who are creative, skilled, 5. Trustworthy
and self-motivated. 6. Considerate
4.TRANSFORMATIONAL/VISIONARY/ 7. Has a Strong Mentality
INSPIRATIONAL 8. Exercise Fairness
- Transforming groups by inspiring team members 9. Goal-Oriented/Visionary
to keep increasing their bar and achieve what 10. Possess the Cognitive and Practical
they never thought they were capable of. Intelligence
- Expect the best out of their team and push them 11. Proactive
consistently. Cultivates change.
5. TRANSACTIONAL LEADERSHIP
- Short-term in nature.
-Give and take kind of leadership.
- Team members agree to follow the leader on job
acceptance.
- Establishes roles and responsibilities for each
member and encourage the work to be completed
as scheduled.
6. BUREAUCRATIC LEADERSHIP
- Go by the book type of leadership.
-Processes and regulations are followed
according to policy with no room for flexibility.
- Rules are set on how work should be done.
Strict regulations.
7. SERVANT LEADERSHIP
- Involves leader being a servant to the team first
before being a leader. Leading by example.
Strives to serve the needs of their team above
their own. Active listener and being present.
8. CHARISMATIC LEADERSHIP
- Combines charm, interpersonal connection, and
persuasiveness to motivate others.
- Leaders with high moral and ethical standards.
- Fair in dealing
- Compassion
- Confidence
- Approachable
- Sense of connection
LEADERSHIP REQUIREMENTS
- Vision
-Persistence
-Courage
-Honesty/ Integrity
-Communicator
- Focus
- Commitment to Excellence
- Motivator

QUALITIES OF A LEADER
1. Role Model