Chapter 9 Discussion Questions

1. Aaron Alexis, the former Navy reservist who went on a shooting rampage in September
2013 and killed 12 people at the Washington Navy Yard in Washington D.C., had a
history of mental instability, but he was carrying a valid security clearance. How would
you suggest managers make decisions for issuing or revoking security clearances to
prevent this kind of catastrophe?

Response: Decision making is the process in which problems and opportunity is

identified and are then resolved to reach a beneficial resolution. We learned in Chapter 9
that Management decision making process falls into two types of categories which are
programmed decisions and non-programmed decisions. I can be suggested that managers
would be able to make decisions for issuing or revoking security clearances to prevent
such type of catastrophic situations. Managers can make programmed decisions for
issuing or revoking security clearance to prevent such type of catastrophe. Programmed
decisions are routine decisions that are usually handle by established business protocols
and procedures.

2. Managers at Gap Inc., a once-popular retail chain, are reported to have made a series
of decisions that hurt the company: They expanded so rapidly that the chain lost touch
with customers; they tried to copy the successful approach of rivals rather than
charting their own course; they cut quality to reduce costs; they shifted from one
fashion approach to another as each one failed to appeal to customers, and so on.
What techniques would you recommend Gap managers use to improve the quality of
their decisions?

Response: Chapter 9 talks about decision making and how it is the process of identifying
problems and opportunities and then resolving the problem. Due to bad decisions GAP
Inc. faced several problems therefore, the company must be rational when deciding what
course of action, they should take and what is in the best interest of the company. I
would recommend identifying the decision that should be taken and being clear about the
decision standards. Once the decision that needs to be made is identified gathering
important information about the situation will help make decisions.

3. Explain the difference between risk and ambiguity. How might decision making differ
for a risky versus an ambiguous situation?

Response:

4. Analyze three decisions you made over the past six months. Which of these were
programmed and which were nonprogrammed? Which model—the classical,
 administrative, or political—best describes the approach you took to making each
decision?

Response:

5. What opportunities and potential problems are posed by the formation of more than
one coalition within an organization, each one advocating a different direction or
alternative? What steps can you take as a manager to make sure that dueling coalitions
result in constructive discussion rather than dissension?

Response:

6. Can you think of a bad decision from your own school or work experience, or from
recent business or political news stories, that was made in an effort to correct or justify
a past decision? As a new manager, how might you resist the urge to choose a decision
alternative based on the idea that it might correct or validate a previous decision?

7. Experts advise that most catastrophes in organizations result from a series of small
problems or mistakes. As a new, entry-level manager, how might you apply this
understanding to help your organization avoid making major mistakes?

Response:

8. List some possible advantages and disadvantages to using computer technology for
managerial decision making.

Response:

9. Can intuition and evidence-based decision making coexist as valid approaches within
an organization? How might managers combine their intuition with a rational, data-
driven, evidence-based approach?

Response:

10. What do you think is your dominant decision style? Is your style compatible with group
techniques such as brainstorming and engaging in rigorous debate? Discuss.

Response:

Apply Your Skills: Ethical Dilemma:

 What Would You Do?

1. Give Carpenter a month’s notice and terminate him. He’s known as a good consultant, so
he probably won’t have any trouble finding a new job, and you’ll avoid any further problems
associated with his emotional difficulties and his possible alcohol problem.
Discuss:

2. Let it slide. Missing the New York appointment is Carpenter’s first big mistake. He says he
is getting things under control, and you believe that he should be given a chance to get himself
back on track.
Discuss:
3. Let Carpenter know that you care about what he’s going through, but insist that he take a
short paid leave and get counseling to deal with his emotional difficulties and evaluate the
seriousness of his problems with alcohol. If the alcohol abuse continues, require him to attend
a treatment program or find another job.

Discuss: