kellermgmt530-blog

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KELLER MGMT 570 All DQ's - Week 1 to Week 7

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MGMT 570 Week 1 DQ 1 Conflict Examples in the Workplace

MGMT 570 Week 1 DQ 2 Confrontation Versus Cooperation

MGMT 520 Week 2 DQ 1 Power, Rights, and Interests

MGMT 570 Week 2 DQ 1 Choosing Your Approach to Resolving Conflict

MGMT 570 Week 2 DQ 2 Choosing Your Approach to Resolving Conflict

MGMT 570 Week 3 DQ 1 Listening at Different Levels

MGMT 570 Week 3 DQ 2 The Right Response

MGMT 570 Week 4 DQ 1 Assessing Conflict Capability

MGMT 570 Week 4 DQ 2 Supportive Confrontation

MGMT 570 Week 5 DQ 1 Encouraging Collaboration

MGMT 570 Week 5 DQ 2 Overcoming Barriers

MGMT 570 Week 6 DQ 1 Mediating a Dispute

MGMT 570 Week 6 DQ 2 Confronting an Employee

MGMT 570 Week 7 DQ 1 Dealing With an Opportunistic Employee

MGMT 570 Week 7 DQ 2 You Decide

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KELLER MGMT 530 Week 7 DQ 2 Estate Case Analysis

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 This week, we move from the theoretical to the real world.

The following group decision problem scenario is outside of the formal organizational structure but highlights the difficulty in making decisions in group settings and the need to collectively arrive at a group decision-making process.

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KELLER MGMT 530 Week 7 DQ 1 Psychological Traps

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  Provide a real-life example of one of the traps discussed in the text or the lecture. What can be done to avoid that trap in the future? ;+�s�

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KELLER MGMT 530 Week 7 Course Project US Foods

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  The objective of the Course Project is to provide you with practice in creating, justifying, and explaining a decision-making proposal. All elements involved in the creation of this proposal, from problem definition through action plan, must be covered. Further, the proposal, as constructed, must meet the tests of any sound business plan, namely that it has specific and measurable goals and objectives, clearly defined activities, stipulated time frames during which those activities will take place, and clearly defined measurable outcomes. -H;a�s�

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KELLER MGMT 530 Week 6 DQ 2 Course Project Presentations

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 Briefly describe your problem and post a brief PowerPoint presentation that summarizes your Course Project no later than Tuesday.

Give feedback to (at least) two other students’ presentations for your remaining posts. Be sure to post on a total of three different days

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KELLER MGMT 530 Week 6 DQ 1 Linked Decisions

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 Describe a decision situation that involved linked decisions. What flexible plans did you use for the subsequent decision?

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KELLER MGMT 530 Week 5 DQ 2 Sharing Risk with Partners

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 Describe a decision situation in which you have shared risk with an internal or external business partner. What were the conditions of the shared risk? Explain why the arrangement was successful or not.

Is “blame” a risk-mitigator or risk-enhancer?

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KELLER MGMT 530 Week 5 DQ 1 Risk Tolerance

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 Describe your risk profile - risk seeking, risk neutral, or risk averse. What are the pitfalls of your risk attitude? How can knowing your manager’s  

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KELLER MGMT 530 Week 5 Case Analysis Labadee Decision

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 In January 2010, the island nation of Haiti was devastated by an earthquake.

Royal Caribbean International, a major cruise line, owns a private beach in Haiti, which is typically a port of call on several of their Caribbean cruise itineraries. The private port, known as Labadee, is about 80 miles away from Port au Prince. The beach was unaffected by the quake. In the days following the earthquake, the company wrestled with several issues as they determined whether to continue to stop in Labadee or temporarily abandon the port of call.

Their objectives would be to

1) ensure guest satisfaction;

2) protect the brand; and

3) maximize profitability. Some of the consequences they considered as they tried to determine whether the cruise line should continue to make a stop in Haiti in the midst of this crisis are as follows.

Will cruise passengers be interested in relaxing on a beach when hundreds of thousands are homeless and hungry just 80 miles away? Could this impact new reservations or cause people to cancel? Based on research and consulting with others, you believe there will be minimal impact.

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KELLER MGMT 530 Week 4 Midterm Exam

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 1. (TCO A) Your small services company has grown rapidly during its first two years and has outgrown the workspace that you have leased for three years. As the operations manager, you have been asked to lead a decision-making team to select a location for the growing company. Your desire is for the team to make an effective decision.

i. What criteria should your decision-making approach have to ensure that it is effective?

ii. Describe the eight elements for effective decision making used in a rational decision-making approach. (Points : 20)

2. TCO A) Understanding fundamental and means objectives are important to decision analysis and decision making. As your business has grown, you are evaluating moving your company to a larger office closer to several of your key customers and are looking at several different alternatives. i. Identify your fundamental objectives.

ii. How would those objectives be used in the decision-making process?

iii. Identify your means objectives.

iv. How would the means objectives be used in the decision-making process

3. (TCO A) Sally Jones, customer service manager for Gecko Insurance, is considering three job candidates for an open senior customer service representative position. In trying to decide which candidate is the best overall fit for the job, Sally has concluded that three criteria are important in this decision. First, of course, is to have a candidate with at least five years of customer service experience in the car insurance industry working in a call center. This objective is most important, twice as important as each of the other two criteria. The second criterion is to have a candidate with excellent customer service skills. The third criterion is for the candidate to have some experience in a coaching or supervisory role. Sally will be losing one of her managers to retirement in a year and wants to prepare this candidate for that job. The second and third benchmarks are equally important. Here is a summary of each of the candidates.

I) Robert Bentley: seven years of customer service experience; scored an 80 out of 100 on the customer service skills questionnaire; one year of experience training new customer service representatives.

II) Jane Porsche: five years of customer service experience; scored an 85 out of 100 on the customer service skills questionnaire; two years of supervisory experience.

III) Paula Mercedes: four years of customer service experience; scored a 75 out of 100 on the customer service skills questionnaire; no experience coaching or supervising.

 i. What is Sally's problem or opportunity in this situation?

ii. What is the overall objective for Sally's decision? What are the fundamental objectives that support the overall objective?

iii. What are Sally's alternatives for this decision situation?

iv. Evaluate this decision situation using tradeoffs or a weighted scoring model. Based on that analysis, to which candidate should Sally offer the job? (Points : 50)

4. TCO B) Utilizing intuitive thinking in today’s business environment is a must according to research and practical experience. i. Why is intuition important to managers today, and how reliable is it in decision making? ii. Develop three approaches for improving one’s intuition to enable better decision making.

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KELLER MGMT 530 Week 4 DQ 2 Decision Making Styles

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 What is your primary decision-making style? What is your manager’s primary decision-making style? What approaches and tricks have you learned to persuade your manager?

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KELLER MGMT 530 Week 3 DQ 2 Decision Making in Your Organization

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 What process does your organization use to make decisions? Do you clearly identify the problem, objectives, alternatives, consequences, and tradeoffs? What special techniques or tools do you use in your process?   In your organizations, what is the general balance of quantitative and qualitative information used  to make decisions?

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KELLER MGMT 530 Week 3 DQ 1 Understanding Consequences and Tradeoffs

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 1.      Why can it be difficult to identify consequences for each alternative and objective? What techniques can be used to simplify the process? Describe a decision situation in which you made tradeoffs to simplify the alternatives. Did you use the even-swap method, weighted scoring model, or another approach?   Our objectives this week are to:

2.      Build a consequence table with accuracy and completeness. Compare alternatives using a consequence table.

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KELLER MGMT 530 Week 3 Case Analysis Conference Decision Case Part 2

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 wo weeks after New Orleans was devastated by Hurricane Katrina, you made the decision to postpone the conference and select a different city to hold the conference. Based on your initial objectives and a survey you took of the registered attendees, you created the following consequence table based on the information available.

ALTERNATIVES

Cancel conference for this  year—schedule for next year

Keep in New Orleans, but schedule for  a later date (when the hotels re-open)

Keep same dates, but move to another  city

Move to another city and schedule for  a later date

  O  B  J  E  C  T  I  V  E  S

  Maximize attendance

Does not meet objective.  Senior management stated that cancelling is not an option.

Does not meet objective.  Uncertainty on when New Orleans will be back in business is too far off.

Does not meet objective.  Cost and logistics of finding a new location and getting attendees to change  flights with such short notice is cost prohibitive.

Meets objective.  In a survey of attendees, they would be willing to look at a new date in  October and were most interested in Las Vegas, Chicago, or New York as  alternative sites.

 Keep conference costs at current  level

Does not meet objective.  Refunding registration fees would cause a loss for conference.

Does not meet objective.  Because of uncertainty with city, the registration fees would need to be refunded.

Does not meet objective.  Conference would lose money and incur additional costs for last minute  scheduling.

Meets objective.  A preliminary survey shows that costs would be similar to current budget.

From the survey, you found out that the attendees were willing to still come to the conference and suggested three cities as possible new locations for this year’s event.

Chicago

Las Vegas

New York City

As you move forward in locating available hotels and conference facilities, you formulate the following objectives to select which cities will be best to hold the rescheduled conference.

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KELLER MGMT 530 Week 2 DQ 2 Intuition

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 What role does intuition play in decision making? What role does quantitative data play in decision making? Identify a decision situation in which you used both intuition and data for your analysis of the situation.   For the second discussion, we will analyze the role that intuition plays in the decision-making process.

OK, I would like to get this politically incorrect idea out of the way from the start ... As you begin to participate in this topic, please consider and share your position on whether you believe intuition is more of a female skill and data analysis more of a male skill?

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KELLER MGMT 530 Week 2 DQ 1 Defining Objectives and Alternatives

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 MGMT 530 Week 2 DQ 1 Defining Objectives and Alternatives

Why is it important to define clear objectives for the decision situation? How can you ensure that you have identified all the appropriate alternatives? Give an example of a problem that you are in the process of deciding or have decided on in the past—identify the objectives and alternatives.   We will be looking at two key decision-making elements, which are objectives and alternatives. The objectives will determine the criteria for evaluating solutions to the defined problem. The alternatives for a decision situation are the options that need to be considered.

Let us kick off the week by answering the following questions.

thq;[Xs4

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KELLER MGMT 530 Week 2 Case Analysis Conference Decision

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 In less than two weeks, an accounting system user’s conference is scheduled to be held in New Orleans, Louisiana on September 13–16, 2005. Unfortunately, Hurricane Katrina has struck the city leaving a wake of destruction. Based on what you see on television, the hotel and the city cannot possibly accommodate this or any conference for the foreseeable future.