MBA 500 R3 Workshop 1

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 • 8:00 - 10 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 MBA’s • 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. Managers or MBAs? “Trying to teach people who have never practiced is worse than a waste of time – it demeans management”. Dr. Henry Mintzberg

10. Skill Percent of Employers who rated this as “important” or “very important”* Interpersonal & Communication Skills 96% Learning Aptitude & Desire to Grow 95% Collaboration and Teamwork 93% Creative Problem Solving 92% What Employers Want

11. 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.

12. 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

13. 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.

14. 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.

15. 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!

16. 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:

17. 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

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 MBA’s • 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 MBA’s • 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 MBA’s • 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 MBA’s • 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. The Tip of the Iceberg

31. SOURCES OF CONFLICT EXPERT ADVICE • Scarce resources • Lack of information • Conflicting values, interests, or belief systems • Power imbalances • Physiological (illness) • Hidden agendas

32. HEALTHY CONFLICT IN TEAMS EXPERT ADVICE • 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

33. UNHEALTHY CONFLICT IN TEAMS EXPERT ADVICE • 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

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

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

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

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

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

39. Window on World of DP Intent Need Category Get it done right Control Ruler Get it done right Accuracy Analyzer Get Along Approval Relater Get Appreciated Attention Entertainer Task Oriented Analyzer Ruler Entertainer Relater People Oriented Passive Aggressive

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

41. 30% of a managers time is spent dealing with conflict Fortune 500 company executives are involved in litigation related activity 20% of their time. Conflict Resolution Strategy 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

42. 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.    

43. 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

44. 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 -

45. 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

46. "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

47. 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

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