Lesson 4: Decision Making and Problem Solving

human element

human element

can quickly cloud the decision-making process

• emotions, prejudice, peer pressure, and personal interest can exert tremendous influence on the choices made

disclosure

is often an effective control method and balancing action, providing the participants have the power and independence to consider its impact and to act accordingly

objective analytical tools

the most effective way to deal with the human element is to turn it into an asset by using __________

step 1

[decision making and problem solving process] recognition that there is a problem or need for the manager’s intervention

step 2

[decision making and problem solving process] investigation and analysis of the cause and extent of the problem

step 3

[decision making and problem solving process] definition of the nature and boundaries of the problem

step 4

[decision making and problem solving process] identification of alternative solutions

step 5

[decision making and problem solving process] evaluation of each option, within the context of the management plan and objectives for the laboratory

step 6

[decision making and problem solving process] selection of the best alternative

step 7

[decision making and problem solving process] implementation of the solution

step 8

[decision making and problem solving process] follow-up on the success and progress of the decision, and institution of needed modifications

recognition

this step involves becoming aware that something is wrong and needs the attention of the manager

investigation

this step involves collecting data, interviewing staff, and gathering information that may shed light on the nature and seriousness of the problem

definition

this step involves defining the problem, meaning:

• determining all the issues and aspects of the question,

  • including people,

  • equipment,

  • communication,

  • supplies, and the

  • work flow itself

deviation

a one-time, random human error

effectual problem

the symptom or surface sign that may hide the real cause of a problem

casual problem

the root cause of the problem

president lyndon johnson

this president once pointed out that when a problem has been defined, the solution often becomes obvious to all

identification of alternatives

this step involves the manager wishing to solicit advice from other members of the staff or even assign the problem to a committee to recommend solutions

qualitative

______ decision-making tools involve:

• personal judgement,

• solicitation of advice

personal judgement

skills in choosing between competing options

solicitation of advice

the act of asking for opinions, organizing a committee, seeking a consensus from colleagues and coworkers, and delegating the task to staff members

brainstorming

technique used in groups whereby everyone freely throws out ideas for later evaluation without regard for validity

synectics

group whose members are brought together as a problem-solving team

troubleshooting team

people with a variety of background are brought together as a _________________

nominal grouping

in a highly structured meeting, individuals write down their original idea and then present them to the group

group members then vote on and rank-order each suggestion secretly to discourage peer pressure and encourage creativity

delphi method

in a modification of nominal grouping, the put and opinions of experts and solicited on questionnaires before the meeting

more commonly used in making decisions in which forecasting future events or trends is important

systematic option review

involves prioritizing each option according to its apparent attractiveness

t chart

one popular format for evaluating facts and information

clarifies the opportunities and risks associated with each option and makes the selection process more objective

this technique has been borrowed from accounting

quantitative

_____ decision-making tools include:

• both quality control measures and

• financial date

operations research

one branch of management science that specializes in providing quantitative tools for decision-making

OR management

is the application of quantitative techniques to business situations

probability analysis

measures risk by assigning a value, expressed as a percentage, to the likelihood of a specific event occuring

is most useful when the manager is faced with choosing between several different options under conditions with significant risk or uncertainty

priori probability

this probability is obtained by deductions based on assumed conditions

empirical probability

this probability is determined by recording actual events over a specific period of time and calculating the number of times each event occurs

subjective probability

this probability is just that—subjective

payoff matrix and decision tree

are used to determine the financial impact of performing protein electrophoresis in the lab

queuing theory

provides recommendations for the number of staff (phlebotomists, clerks, technical personnel, and so on) needed to handle an unpredictable workload

was designed to determine the number of airline reservation clerks needed for a given time period and is now designed to determine the staffing requirements of a workstation

linear programming

a tool for allocating limited resources among competing needs

was designed to resolve the following problems:

• limits and restraints on the availability of resources (staff, time, expenses)

• constant need for decisions as to allocation of these limited resources among competing needs

• pressure to maximize income and minimize losses

simulation

a developed model by a computer that closely duplicates the conditions found in real-life settings

these models attempt to identify important variables, which the manager can then manipulate to test the impact of different options on the system