Question 1

What special considerations should a manager take who finds him- or herself in a high-velocity environment?

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Question 2

An organizational theorist said, "Decision making cannot be taught in a management class." In what ways do you agree with his statement? In what ways do you disagree?

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Question 3

Apply the principles of escalating commitment to the following situation to carry it forward in time, imagining what would happen next: You are a marketing manager at PrintCards, where you have for ten years had the most successful software for creation of all types of cards in the home or office environment. However, PrintCards is finally faced with competition from a more powerful software package, new to the marketplace, that came in at a price that is half the price of PrintCards. PrintCards quickly began to lose market share, but initially made no adaptation. New product could not be delivered for months into the future because of the timing of the product development cycle. You made a decision not to change the pricing structure of PrintCards because of your department's analysis that the old, higher pricing structure was fitting for a product with such high name recognition. Market share continued to decline.

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Question 4

Assume you are involved in important decision making in a medium-size organization. Three decisions currently face your organization. One is a problem of integrating the inventory management system with your production system. A second involves the selection of another organization for an acquisition. The third is whether to continue a product line that has been losing market share. Your finance vice president believes the product line should be dropped, while the marketing manager believes that more advertising aimed at a different market will revive sales of the product. Discuss which decision-making approach is likely to be most helpful in analyzing each of these situations.

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Question 5

Why would managers in high-velocity environments worry more about the present than the future? Discuss.

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Question 6

If problem consensus were not achieved relative to a decision that was being made, what would you recommend that managers do first to deal with their decision-making process? After problem consensus had been achieved, would you recommend a different approach?

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Question 7

A student organization is concerned because decision making seems to revolve around a strong clique that has formed. Insiders sometimes make those in the minority feel like losers after decisions are reached, and the organization is beginning to lose membership as a consequence. If the student leaders wanted to analyze their organizational decision making in order to improve their processes, which particular model would you recommend? Why? How should members go about studying the problem?

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Question 8

If organized anarchy existed in the decision environment of a company in the high-tech industry, would your goal as a decision maker be to remove that organized anarchy, or to work with it? Explain.

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Question 9

What would you think about a manager who openly acknowledged and discussed with co-workers and subordinates his .333 "batting average" on organizational decisions? Explain your view, tying in as much as you can from the textbook.

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Question 10

The company where you work is concerned because of its slow and cumbersome decision-making processes. Decisions seem to cycle around and around, frequently without coming to closure. If management wanted to analyze their decision making in order to improve their processes, which particular model would you recommend? Why? How would you go about studying the problem?

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Question 11

Discuss three special decisions circumstances that managers need to be concerned about today.

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Question 12

Discuss the four cells of the contingency framework.

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Question 13

Discuss the consequences of the garbage can decision process for organizational decision making.

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Quiz 12: Decision-Making Processes