MBA 500 Workshop 1

1. MBA 500 Workshop 1 eCommerce Joseph Lewis Aguirre

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

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

4. Managers or MBAs? Citation from the book Managers Not MBAs, by renown author Henry 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.

5. Course Basics 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

6. Course Basics 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, you’ll see two buttons at the bottom: Reviewing Services and Tutorials & Guides.

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

8. Course Basics- Tutorials 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 you’ll know exactly what tutorial you need to take!

9. Course Basics- Tutorials, Cont. 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:

10. 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.

11. 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.

12. 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

13. 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.

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

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

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

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

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

19. EXPERT ADVICE EXPERT ADVICE •   "I think there is a world market for maybe five computers" - Thomas Watson, IBM president, 1943. • "Television won't last because people will soon get tired of staring at a plywood box every night" - producer Darryl Zanuck, Twentieth-Century Fox, 1946.    

20. EXPERT ADVICE EXPERT ADVICE • "There is no need for any individual to have a computer in their home" - Ken Olson, president of Digital Equipment Corp., 1977. • "640k ought to be enough for anybody" - Microsoft founder Bill Gates, 1981

21. WHERE DO I WANT TO GO TODAY? "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 -

22. Creating a New System “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. —NiccoloMachiavelli

23. Decision Making Framework GOALS OPPORTUNITIES PROBLEMS OBJECTIVES EVALUATION IMPLEMENTATION OPTIONS RELATIVE TIME SPAN

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

25. "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," Information Age Paradox

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

27. 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

28. 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

29. 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 brilliant—better at solving problems, fostering innovation, coming to wise decisions, even predicting the future. -James Surowiecki

30. Decision Making Preconditions 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

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

32. 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

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

34. Modem Communications System Control Modem Modem 00100010101000110001111111000110001 Message Message Received Destination Info Source Noise

35. Generalized Communications System Control Transmitter Transmission Channel Receiver 00100010101000110001111111000110001 Message Message Received Destination Info Source Noise

36. Modem Communications System Control Modem Modem 00100010101000110001111111000110001 Message Message Received Destination Info Source Noise

37. Management Roles Mintzberg’s 10 Management Roles: Interpersonal Figurehead Leader Liaison Informational Monitor Disseminator Spokesperson Decisional Entrepreneur Disturbance Handler Resource Allocator Negotiator

38. Decision Structure Structure Non- collaborative Collaborative Weighted Committee Individual Consensus Majority Weighted Consensus Majority

39. Decision Making Process Implementation Decision Maker Problem Definition Stimulus

40. 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

41. Decision Making: Intelligence Problem Identification Problem Classification Problem Ownership

42. Decision Making: Design Modeling Criteria Alternatives

43. Decision Making: Choice Search appropriate action - Blind - Heuristic

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

45. Alternative Decision Making Models • Paterson’s 5-step • Pounds’ 8-step • Kepner-Trego 3-step • Hammond elements for smart choices • Cougar’s Creative Problem-Solving • Pokras’ 6-step • Bazerman 6-step anatomy of a decision • Beach’s naturalistic decision theories

46. Decision Making 16 16 Decision: Commitment to action 4 1 11 5 12 13 3 8 14 6 2 9 17 15 10 7

47. Decision Making Knowledge Based 4 4 1 1 11 11 5 5 12 12 13 13 3 3 8 8 14 14 6 6 2 2 9 9 17 17 15 15 10 10 16 16 7 7 F(h) Knowledge0 Knowledge1

48. Decision Making Context Management Level Organizational Design Concurrency Maturity

49. Knowledge Base 16 16 4 1 11 5 12 13 3 8 14 6 2 9 17 15 10 7

50. Problem Solving Intelligence Problem Space Problem Space Design Choice