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Management Theory
Health Information Technology Related
| Term | Definition |
|---|---|
| Problems | impediments to goals |
| Solving problems requires that they be | framed or defined in useful/understandable ways |
| Problem solving involves | understanding and resolving the barriers to goal attainment |
| Decision making refers to | making the best choices among available alternatives |
| Two primary responsibilities of managers | problem solving and decision making |
| Systematic steps to problem solving, step 1 | Define the problem and desired outcome |
| Systematic steps to problem solving, step 2 | Analyze/understand nature of problem |
| Systematic steps to problem solving, step 3 | Generate alternatives |
| Systematic steps to problem solving, step 4 | Select desired alternatives (decision making) |
| Systematic steps to problem solving, step 5 | Planning/implementing the alternative |
| Systematic steps to problem solving, step 6 | Evalate/gather feedback about attained outcome |
| Decision Tree | system for responding to key questions, branching to alternatives, arriving at conclusion (ex: Vroom Yetton model) |
| Decision Matrix | List criteria for good outcome, rate possible alternatives for solution, multiply criteria weight by choice rate; highest total is best alternative |
| Programmed Decisions | problem is predictable, uniform, recurring - standard or automated procedure to resolve/delegate authority/develop expert systems (computer) |
| Nonprogrammed Decisions | Unpredictable situation, complex, ill-defined; require careful deliberation, consultation. |
| Groupthink | tendency of highly cohesive team to seek consensus; high pressure to perform, few mechanisms in place to correct for poor decision making |
| Conditions for/symptoms of Groupthink | Overconfident team; tunnel vision/narrow scope of view (close-minded); team pressures discourage nonconformity, self-censorship |
| Countermeasures to Groupthink - internal | brainstorming, rotating devil's advocate role, subgroup formation, monitoring degree of concensus |
| Countermeasures to Groupthink - external | Discussing decisions with outside experts, inviting external observers |
| Formal Communication | Intentional message directed through role relationships through established channels; focus on tasks and related matters |
| Informal Communication | face-to-face, social media, focus on interpersonal aspects |
| It is through informal communication that most | relationships develop between employees and that influence is exercised |
| Communication barrier: structural | distortion that occurs when message is passed through several people (a fault of e-mail, also lacking nonverbal cues) |
| Communication barrier: interpersonal | distraction, partial listening, tendency to judge, assumption we know what is meant, fear of asking questions |
| Low-richness communication channels are | one-way communication tools (reports, bulletins, memos, email) |
| high-richness communication channels include | telephone, face-to-face interactions |
Created by:
Janas
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