MBA 500 Workshop 3

1. MBA 500 Workshop 3 Foundations of Problem-Based Learning Joseph Lewis Aguirre

2. WS3T1 - Critical Analysis in DM

3. WS3T2 - Critical Analysis in DM

4. WS4T1 - Critical Analysis in DM

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6. 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.

7. 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.

8. 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.

9. 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

10. No Customary Assumptions, Habits New Assumptions, Habits Yes Question Critical Thinking Process Developing Person Relationship Work Political

11. 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

12. UOP MODEL • Describe the situation • Describe end state & goals • Identify alternatives • Evaluate alternatives • Identify & assess risks • Develop & implement the solution • Evaluate results

13. UOP MODEL • Describe the situation • Describe end state & goals

14. UOP MODEL • Identify alternatives • Evaluate alternatives • Identify & assess risks

15. UOP MODEL

16. UOP MODEL • Develop & implement the solution • Evaluate results

17. Framing the Problem Qs (1-3) Does a problem really exist? Is a knowledge-based approach suited? • Is human knowledge being represented? • Is this knowledge heuristic or algorithmic? • Does the knowledge change or remain constant? • Is the expertise well understood? • Are the inputs complete and correct? • Can the problem be solved using other methods? • Can the problem pass the telephone test? Is a knowledge-based approach justified?

18. Framing the Problem Qs (1-3) Do you have the required resources? Management support: Do you have the support of the expert? Is the expert competent? Is the expert articulate? Is the expert in close physical proximity?

19. Framing the Problem Phase (1-3) • Identify the problem • Define the objective • Desired outcome • Present state • Gap analysis • Define goals • Means to obtain objective • Define steps • Define criteria • Specific • Measurable • Attainable • Realistic • Timely

20. Framing the Problem Phase (1-3) • Evaluate effects of the problem • Who/What is affected • How are they affected • Costs/benefit • Do nothing?

21. Problem Formulation (1-3) • Forces of Influence • Contextual factors • Urgency • Importance • Individual Versus group • Personal attributes • Thinking styles • Stakeholders and interests • Collective perception • Comparative Methods • Tools • Financial reports • Control charts • Techniques • Brainstorming • Fishbone diagrams

22. Problem Statements (1-3) • Using Comparative Methods • Clear, Concise, Measurable and Comprehensive

23. Problem ID & Formulation (1-3) • Framing the problem phase • Describe the situation • Frame the problem • describe end goals

24. Problem Identification & Formulation • Framing the problem • Define criteria • Evaluate effects of the problem

25. Problem Identification & Formulation • Problem formulation • Forces of influence • Contextual factors • Urgency • Importance • Individual vs. group

26. Problem or Solution Should convicted murderers be subject to death penalty? No Yes Current situation Desired Situation Objective

27. Problem Statement Current situation Desired Situation Objective Accountability Re-habilitation Once released they murder again Why Should convicted murderers be put to death? Religious Crime prevention Example

28. Problem Solving Why should convicted murderers be subject to the death penalty? Rate of convicted murderers being released back into society and committing murder again is increasing. We need to determine how to prevent convicted murderers from killing again.

29. Problem Identification & Formulation • Problem formulation • Forces of influence (cont.) • Personal attributes • Thinking styles • Stakeholders & their interests • Collective perception • Comparative methods

30. Problem Identification & Formulation • Comparative methods • Tool examples • Financial reports • Process control charts

31. Problem Identification & Formulation • Comparative methods (cont.) • Technique examples • Brainstorming • Affinity diagram • Fishbone diagram

32. Problem Identification & Formulation • Problem statements • Formulate an effective problem statement • Clear, concise, measurable, & comprehensive

33. Problem Identification & Formulation • Decision Making Tools and Techniques: Subjectivity vs. objectivity • Comparative methods

34. Making The Decision Phase (4) 4. Identify Alternatives/Causes • Fishbone diagram • Pareto charts • Flow charts • Scatter diagrams • Statistical Process Control Chart

35. Making The Decision Phase (5-7) 5. Framing Alternatives 6. Evaluating Impact of alternatives 7. Make the decision

36. Forces of Influence • Broad • Physiology, psychology, sociology • Narrow • Gender, age, birth, order, culture, education, economic status, religion, etc.

37. Forces of Influence • Contextual factors • Urgency • Importance • Biases • Thinking styles • Self-limiting choices. • Bounded rationality. • Paradigms. • Stakeholders and their interests. • Group dynamics factors. • Group-think. • Group composition. • Power.

38. Forces of Influence • Broad • Physiology, psychology, sociology • Narrow • Gender, age, birth, order, culture, education, economic status, religion, etc.

39. Optical Perception

40. Optical Perception

41. Optical Perception

42. Optical Perception

43. 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

44. Values Ecology Cutting Edge Image Fun Growth Family Capital Quality Social Capital Location Hedonism Risk Collaboration Centralization Creativity Other Honesty Customers Employees Safety Competitors Revenue Profits Alliances New Products New Markets

45. Organizational Effectiveness ENVIRONMENT CLIMATE Other Teams Marketplace Enthusiasm STRUCTURE Competition Accountability Reward System GOALS Reporting Relationships Values Clarity Commitment Collaboration Mission Philosophy Stress Feedback System Decision Making Behavior Norm Flexibility Trust Competition Culture Involvement Pressures

46. 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

47. 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.

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

49. ETHICS

50. Common Denominator • Krispy Kreme Doughnuts • CocaCola • Tyson Chicken • KPMG • Charity Companies • Class Action Law Firm Milberg Weiss • HealthSouth • eToys caretaker CEO, Paul Traub of Taub, Bonacquist & Fox • Sony BMG • 124-Executive Tax Shelter • Harvard University, Andrei Shleifer, (economics professor), Jonathan Hay (attorney), Russian Aid - $30M