Presentation is loading. Please wait.

Presentation is loading. Please wait.

MBA 500 R3 Workshop 1 Foundations of Problem- Based Learning Joseph Lewis Aguirre.

Similar presentations


Presentation on theme: "MBA 500 R3 Workshop 1 Foundations of Problem- Based Learning Joseph Lewis Aguirre."— Presentation transcript:

1 MBA 500 R3 Workshop 1 Foundations of Problem- Based Learning Joseph Lewis Aguirre

2 This Afternoon - The View 6:00 – 7:15 Background and philosophy behind PBL and MBA v. 20 Per PowerPoint slide show Q and A 10:15 – 10:30 break 7:30 – 8:00 8: Process Designate a facilitator Assemble Learning Teams Distribute ONLY the scenario to each learning team Give the scenario guide ONLY to the facilitator Facilitator leads the group in the first 1 or 2 steps. Request an additional volunteer to facilitate the remaining steps 2 and 3 only. General Q and A and distribution of the answers via the scenario guide for ALL to process what was learned.

3 WS1: Goals for Today Define the value of the MBA. University of Phoenix Vs other MBAs Value of critical thinking in decision making. UOP Library. APA method for scholastic writing. Center for Writing Excellence. Plagiarism Checker. Collaborative learning.

4 MP-WS1-T1

5 Self Introduction Name Background Home location and Place you facilitate Courses you facilitate Occupation/location One thing about me (something unique about yourself nobody would know you would feel comfortable sharing) Myers Briggs Tendency Indicator (MBTI) Write this information on your name tents, you will use it for choosing teams

6 Personal Positioning Statement Simulating a generalized communication system

7 How do You Spell Success Being successful in our occupation requires: –Lifelong Learning –Constant Personal and Professional Updating –Always working to improve to stay ahead of the competitors –Integrating Technology into personal and professional plans –Being multidimensional –Love what you do, do what you love! –Do you agree????????

8 What I Must Do YOUR THOUGHTS? If Joseph were to help me with……… in this class, I know I can complete THIS class and the program.

9 Trying to teach people who have never practiced is worse than a waste of time – it demeans management. Dr. Henry MintzbergHenry Mintzberg Managers or MBAs?

10 What Employers Want SkillPercent of Employers who rated this as important or very important* Interpersonal & Communication Skills 96% Learning Aptitude & Desire to Grow 95% Collaboration and Teamwork93% Creative Problem Solving92%

11 Citation from the book Managers Not MBAs, by renown author Henry MintzbergManagers Not MBAsHenry Mintzberg Note: Dr. Mintzberg obtained his PhD and his MS in Management from MIT's Sloan School of Management and is well known for his studies of strategic development and of managerial practice. Managers or MBAs?

12 Student Web Page https://mycampus.phoenix.edu/login.asp rEsource Access to electronic course materials on Student Web Page. Electronic materials include the syllabus, required readings, additional articles, and a variety of multimedia materials to enhance educational experience Course Basics

13 Center for Writing Excellence - Accessible from Student Web Page. Link is located under the Services menu on the main page. Once you access the page, youll see two buttons at the bottom: Reviewing Services and Tutorials & Guides. Course Basics

14 Reviewing Services- Upload drafts of papers & within 48 hours, youll have feedback regarding how to improve your academic papers, as well as your writing style. Course Basics

15 Tutorial & Guides- Contains helpful resources: The Grammar Expert: Longman Exercise Zone: -This site contains a diagnostic test that will give you specific feedback regarding your grammatical strengths and weaknesses so youll know exactly what tutorial you need to take! Course Basics- Tutorials

16 Tutorial & Guides- Contains helpful resources: Common Errors in English: APA Sample Paper–Referencing the APA Publication Manual: Plagiarism Tutorial: University of Phoenix Library Tutorial: Microsoft® Tips and Tools: Course Basics- Tutorials, Cont.

17 Decision Making Framework Strategic Management Executives, Directors -Transformation Tactical Management Business Unit Managers -Effective, right thing Operational Management Efficient, do thing right Decision Structure Structured Semi Structured Un Structured Information Characteristics Ad Hoc Unscheduled Summarized Infrequent Forward looking External Wide Scope Pre specified Scheduled Detailed Frequent Historical Internal Narrow Focus RELATIVE TIME SPAN Business Professionals

18 WS2: Key Concepts in Decision Making Justify the use of decision-making models. Analyze the elements of decision-making models. Perform a situation analysis. Differentiate between symptoms and problems. Develop alternative solutions. Evaluate alternative solutions. Describe how personal, cultural, and organizational values impact ethical decision- making. Select the best possible solution.

19 WS3: Critical Analysis in Decision Making Examine the 9-step decision-making model. Explain each step of the problem-solving model. Explain the interrelationship among the problem solution, individual ethical values, and stakeholder values. Create an effective presentation.

20 WS4: Key Concepts of Problem Based Learning Evaluate information sources. Apply the principles of generic benchmarking. Describe how content in problem based learning (PBL) is applied to the scenario. Impact of Risk and Ethics on Decision Making

21 WS5: Impact of Risk and Ethics on Decision Making Assess the risk of alternative action. Evaluate the probability and severity of risk factors. Describe ways to mitigate risk. Infer stakeholder values with limited information.

22 WS6: Critical Analysis of Business Solutions Develop measures (metrics) for performance evaluation, the success of implementation, and the attainment of end-state goals.

23 WS1: MBA Tools and Competencies Define the value of the MBA. University of Phoenix Vs other MBAs Value of critical thinking in decision making. UOP Library. APA method for scholastic writing. Center for Writing Excellence. Plagiarism Checker. Collaborative learning.

24 WS1: MBA Tools and Competencies Define the value of the MBA. University of Phoenix Vs other MBAs Value of critical thinking in decision making. UOP Library. APA method for scholastic writing. Center for Writing Excellence. Plagiarism Checker. Collaborative learning.

25 WS1: MBA Tools and Competencies Define the value of the MBA. University of Phoenix Vs other MBAs Value of critical thinking in decision making. UOP Library. APA method for scholastic writing. Center for Writing Excellence. Plagiarism Checker. Collaborative learning.

26 WS1: MBA Tools and Competencies Define the value of the MBA. University of Phoenix Vs other MBAs Value of critical thinking in decision making. UOP Library. APA method for scholastic writing. Center for Writing Excellence. Plagiarism Checker. Collaborative learning.

27 MP-WS1-T2

28 The Tip of the Iceberg Issues

29 The Tip of the Iceberg

30

31 1.Scarce resources 2.Lack of information 3.Conflicting values, interests, or belief systems 4.Power imbalances 5.Physiological (illness) 6.Hidden agendas EXPERT ADVICE SOURCES OF CONFLICT

32 Identification and discussion of issues by team members Use of appropriate listening and questioning skills Team members ability to manage strong feelings Team members ability to separate interests from positions Willingness to discuss issues and needs to mutual resolution (win-win) Individual use of critical thinking skills Allows for change to occur EXPERT ADVICE HEALTHY CONFLICT IN TEAMS

33 Individuals are identified as the problem(s) instead of issues Distorted communication, rumors, gossip, innuendos, secrets, collusion etc. Inappropriate displays of strong emotions; anger and frustration that could lead to violence. Individuals are synonymous with positions; polarization Team can fragment Escalation of issues; higher authority, could lead to legal actions EXPERT ADVICE UNHEALTHY CONFLICT IN TEAMS

34 1.Avoidance a)Low concern for results/assertiveness b)Low concern for people/cooperation c)Uncomfortable with conflict d)May believe that agreement is not possible e)(Lose-lose orientation) EXPERT ADVICE CONFLICT MANAGEMENT STYLES

35 2. Accommodation a)Low concern for results/assertiveness b)High concern for people/cooperation, c)Uncomfortable with conflict d)May be willing to sacrifice own needs in order to meet the needs of another e)(Lose-win orientation) 3. Competition 4. Compromise 5. Collaboration EXPERT ADVICE CONFLICT MANAGEMENT STYLES

36 3. Competition a)High concern for results/assertiveness b)Low concern for people/cooperation c)May enjoy conflict and sacrifice relationships with others in order to win d)(Win-lose orientation) 4. Compromise 5. Collaboration EXPERT ADVICE CONFLICT MANAGEMENT STYLES

37 4. Compromise a)Moderate concern for results/assertiveness b)Moderate concern for people/cooperation c)May not see that a win-win is an option d)Will give up some interests for others- meets some needs e)Win/lose: lose/win orientation) 5. Collaboration EXPERT ADVICE CONFLICT MANAGEMENT STYLES

38 5. Collaboration High concern for results/assertiveness High concern for people/cooperation Strives to meet the needs of all parties (Win/win orientation) EXPERT ADVICE CONFLICT MANAGEMENT STYLES

39 Window on World of DP IntentNeedCategory Get it done rightControlRuler Get it done rightAccuracyAnalyzer Get AlongApprovalRelater Get AppreciatedAttentionEntertainer Relater Entertainer AnalyzerRuler PassiveAggressive Task Oriented People Oriented

40 Non- adversarial attitude toward other Adversarial attitude toward other CoercionEvasion Engagement with other Disengagement from other A number value for your organization Detachment Collaboration Window Into Conflict Resolution

41 Step 1: SWOT Step 2: Train - Establish the core competencies Step 3: Coach ~ Support the learning Step 4: Enable - Remove the obstacles – culture driven Step 5: Institutionalize ~ Train in-house experts Establish a panel of skilled mediators to resolve disputes that are not successfully resolved by the core competencies gained by Training (Step 2) and supported by Coaching (Step 3). Step 6: Feedback - Compare to benchmarks Conflict Resolution Strategy 30% of a managers time is spent dealing with conflict Fortune 500 company executives are involved in litigation related activity 20% of their time.

42 "I think there is a world market for maybe five computers" - Thomas Watson, IBM president, "Television won't last because people will soon get tired of staring at a plywood box every night" - producer Darryl Zanuck, Twentieth- Century Fox, EXPERT ADVICE

43 "There is no need for any individual to have a computer in their home" - Ken Olson, president of Digital Equipment Corp., "640k ought to be enough for anybody" - Microsoft founder Bill Gates, 1981 EXPERT ADVICE

44 "Cheshire-Puss," she began, rather timidly, "Would you tell me, please, which way I ought to go from here?" "That depends a great deal on where you want to get to," said the cat. "I don't much care where -," said Alice. "Then it doesn't matter which way you go," said the cat. --Lewis Carroll Alice in Wonderland - WHERE DO I WANT TO GO TODAY?

45 It must be remembered that there is nothing more difficult to plan, more doubtful of success, more dangerous to manage, than the creation of a new system. For the initiator has the enmity of all who would profit by the preservation of the old institutions and merely lukewarm defenders in those who would gain by the new ones. Niccolo Machiavelli Creating a New System

46 Information Age Paradox "Despite the existence of more and better information than ever before, time pressure prevents decision makers from gathering all that they need and from sharing it," -- Peter Tobia, author, "Decision Making in the Digital Age: Challenges and Responses,"

47 Planning, Tools and Descriptions It is not the plan that matters, Its the planning. - General Dwight D. Eisenhower Graphical Diagrams do not constitute a specification….nothing replaces clear, concise text. - David A. Ruble

48 Planning, Tools and Descriptions At a recent study, I commented at one point in our deliberations that we had spent more time on wordsmithing than we had on considering the substance of our report. -- Robert W. Lucky, VP for Applied Research at Telecordia. NJ It seems to me language by its very nature is imprecise. I think of each word as inhabiting a fuzzy ball of uncertain semantic meaning…. – Robert W. Lucky

49 Decisions My BASIC principle is that you don't make decisions because they are easy; you don't make them because they are cheap; you don't make them because they're popular; you make them because they're right -- Theodore Hesburgh, C.S.C. Former President of Notre Dame

50 Individual Vs Collective Intelligence No one in this world, so far as I know, has ever lost money by underestimating the intelligence of the great masses of the plain people -H. L. Mencken Large groups of people are smarter than an elite few, no matter how brilliantbetter at solving problems, fostering innovation, coming to wise decisions, even predicting the future. -James Surowiecki

51 1. There must be an awareness of the existence of a gap 2. There must be a perceived need to solve the problem 3. There must be some way to measure the size of the gap 4. The skills and resources needed to solve the problem must be present or at least easily obtainable Decision Making Preconditions

52 Decision Strategies Optimization Satisficing Elimination by aspects – eliminate all alternatives that fail with respect to a particular aspect

53 Decision Strategies Instrumentalism – muddling through – compare alternative courses of action to the current one Mixed scanning – search for, collection, processing, evaluating and weighing of information. The importance of the decision determines the degree of scanning Analytical Hierarchical Process

54 Generalized System Processing Control Output Input Environment System Components, Relationships, Boundaries, Interfaces, Constraints

55 Modem Communications System Control Modem Noise Info Source Destination MessageMessage Received

56 Generalized Communications System Transmission Channel Control Receiver Transmitter Noise Info Source Destination MessageMessage Received

57 Modem Communications System Control Modem Noise Info Source Destination MessageMessage Received

58 Management Roles Mintzbergs 10 Management Roles: Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator

59 Decision Structure Structure Collaborative Non- collaborative ConsensusMajority Weighted CommitteeIndividual ConsensusMajority Weighted

60 Decision Making Process Stimulus Decision Maker Problem Definition Implement ation

61 Decision Making Process Intelligent Phase Objectives Problem statement Data Collection Design Phase Modeling Criteria Alternatives Choice Solutions to the Model Sensitivity Analysis Plan for implementation Implementation

62 Decision Making: Intelligence Problem Identification Problem Classification Problem Ownership

63 Decision Making: Design Modeling Criteria Alternatives

64 Decision Making: Choice Search appropriate action - Blind - Heuristic

65 Decision Making: Evaluation Multiple Goals Sensitivity Analysis What-If Goal Seeking

66 Alternative Decision Making Models Patersons 5-step Pounds 8-step Kepner-Trego 3-step Hammond elements for smart choices Cougars Creative Problem-Solving Pokras 6-step Bazerman 6-step anatomy of a decision Beachs naturalistic decision theories

67 Decision Making Decision: Commitment to action

68 Decision Making Knowledge Based Knowledge 1 Knowledge 0 F(h)

69 Decision Making Context Maturity Concurrency Management Level Organizational Design

70 Knowledge Base

71 Problem Solving Design Intelligence Choice Problem Space Problem Space

72 Decision Styles Relater Entertainer AnalyzerRuler PassiveAggressive Task Oriented People Oriented IntentNeedCategory Get it done rightControlRuler Get it done right AccuracyAnalyzer Get AlongApprovalRelater Get AppreciatedAttentionEntertainer

73 Managerial Decision Making and DSS How are decisions made at work?

74 Decision Making Drivers Decision Making Drivers at Work: Technology Complexity Competition Globalization Environmental/Regulatory Change Decision Making Drivers at Large :

75 DECISION SUPPORT DRIVERS Speed, Timeliness Accuracy Cost Reduction Increased Productivity Technical Support Quality Support Competitive Tool Overcome Cognitive Limits in Processing and Storage

76 Organizational Culture Individual Initiative – individual freedom, independence Risk Tolerance – degree to which employee is encouraged Directions – Clarify of objectives and performance Integration Management support – clear communication and support Control – rules and regulations Identity – Identity to corporate or group Reward System Conflict Tolerance Communications pattern – hierarchical structure

77 Organizational Resources Money Materials People Knowledge Money Material Human Knowledge Funds Products Services Knowledge Feedback INPUTSRESOURCES OUTPUTS

78 Organizational Culture Values – risk taking, ethics, Goals: Clarity, Commitment, Consistency Structure– reward system consistent with values and goals, accountability, reporting (C3), decision making, walk the talk, feedback Climate - Enthusiasm, Competition (supporting goals), Creativity. Collaboration. F;exibility, Involvement, Trust. Creative stress/ Environment – Other Teams/organizations, marketplace, Culture, Competition, Pressures

79 Organizational Effectiveness Values GOALS STRUCTURE CLIMATE ENVIRONMENT MarketplaceOther Teams Culture Competition Pressures ClarityCommitment Reward System Reporting Relationships Feedback System Behavior Norm Decision Making Competition Enthusiasm Stress Trust Involvement Flexibility Collaboration Mission Philosophy Accountability Creativity

80 Decision Strategies Optimization Satisficing Elimination by aspects – eliminate all alternatives that fail with respect to a particular aspect Instrumentalism – muddling through – compare alternative courses of action to the current one Mixed scanning – search for, collection, processing, evaluating and weighing of information. The importance of the decision determines the degree of scanning Analytical Hierarchical Process – decompose the overall decision objective into a a hierarchic structure of criteria, sub-criteria and alternatives

81 Information– Qualified Data or Value –relevant –timely Associated Symbolic Data Joseph L. Aguirre 123 Anywhere Information

82 Knowledge: –data get organized into information –information gets organized into: concepts, beliefs, ideas Info concepts beliefs ideas Knowledge

83 Knowledge - Bloom Evaluation Synthesis Analysis Application Comprehension Knowledge Benjamin Blooms Taxonomy Chart

84 Knowledge Hierarchy Noise Data Information Knowledge knowledge Meta

85 Knowledge Information Data Contextual, relevant, actionable Relevant, actionable Processed Knowledge

86 InputOutput Black Box Any problem can be viewed as a system that we are attempting to analyze and develop an equivalent to: Problem Solving


Download ppt "MBA 500 R3 Workshop 1 Foundations of Problem- Based Learning Joseph Lewis Aguirre."

Similar presentations


Ads by Google