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Management Theory

Health Information Technology Related

TermDefinition
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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