1. What type of problem is it: group or individual? 2. Contingency factors: Is there a quality requirement? Does the leader have enough information to make a high-quality decision? Is the problem clear and structured? Is employee acceptance of the decision needed for its implementation? Will subordinates accept the decision if the leader makes it by himself or herself? Do subordinates share the organization's goals for the problem? Is there conflict among subordinates (are they cohesive) regarding the problem? 3. What are acceptable decision styles? Why? 4. What are unacceptable decision styles? Why? 5. Which of the acceptable styles is the optimal one, and why?|Case 2: Selecting the Interns You are the manager of the public relations and advertising department of a large electronics plant. Through your contacts with a local university, you made arrangements for your department to hire several interns in public relations and marketing every summer. Your company Supports the idea, because ties with universities are important to you. The interns provide support to your department and work directly with your assistant and report to him. They spend most of their time observing various activities and helping where needed. The interns hired over the past years were all excellent and helpful. Your assistant enjoys working with them and even helped several of them find jobs after they graduated, some within your company. This year, you receiveld more than twenty applications, but your funding only allows you to hire two. You need to decide which two to hire. Analysis and Recommendation Using the problem requirements, decision rules, and leadership styles of the Normative Decision Model, indicate which decision style(s) would be most appropriate. 1. What type of problem is it: group or individual? 2. Contingency factors: Is there a quality requirement? TABLE 3-4 Contingency Factors in the Normative Decision Model Contingency Factor Question to Ask Quality requirement (QR) How important is the quality of the decision? Commitment requirement (CR) How important is employee commitment to the implementation of the decision? Leader information (LI) Does the leader have enough information to make a high-quality decision? Structure of the problem (ST) Is the problem clear and well structured? Commitment probability (CP) How likely is employee commitment to the solution if the leader makes the decision alone? Goal congruence (GC) Do employees agree with and support organizational goals? Employee conflict (CO) Is there conflict among employees over a solution? Subordinate information (SI) Do employees have enough information to make a high-quality decision? Sources: V. H. Vroom and A. G. Jago, The New Leadership: Managing Participation in Organizations (Upper Saddle River, NJ: Prentice Hall, 1988); and V. H. Vroom and P. W. Yetton, Leadership and Decision Making (Pittsburgh: University of Pittsburgh Press, 1973).76 Part I . Building Blocks R Quality requirement: How important is the technical quality of this decision? CR Commitment requirement: How important is subordinate commitment to the decision? Leader's information: Do you have sufficient information to make a high-quality decision? ST Problem structure: Is the problem well structured? CP Commitment probability: If you were to make the decision by yourself, is it reasonably certain that your I subordinate(s) would be committed to the decision? GC Goal congruence: Do subordinates share the organizational goals to be attained in solving this problem? CO Subordinate conflict: Is conflict among subordinates over preferred solutions likely? SI Subordinate information: Do subordinates have sufficient information to make a high-quality decision? yes CP yes AI no GC yes SI GII no no ves yes CII no no no no LI SI ST GC yes yes no yes - GII high yes yes CO no CII CR GO CP no AII no no GO yes CI high yes CC no yes LI ST no CII State yes the QR problem low low AI CR CP yes high no GII FIGURE 3-2 Normative Decision Model Source: "Decision-Process Flow Chart for Both Individual and Group Problems" from Leadership and Decision-Making by Victor and Philip W. Yetton @ 1973. All rights areDue Friday by 11:59pm Points 100 Submitting a text entry box or a file upload (Turnitin enabled) File Types doc and docx Available after Feb 23 at 9am This challenging exercise is based on Normative Decision Model by Vroom and Jago. Analyze subsequently Case 1 (p. 113/or 91) and Case 2 (p. 114/or 92). Answer one by one questions presented in the cases. Do not just answer "yes" or "no", substantiate all of your answers basing on the information in the cases. In addition to questions in the book, answer one more question (#5): Which of acceptable styles is optimal one, and why? Decision styles are on pp. 97-98 (75-76)- Al, All, CI, CII, etc. You need to define which of them are acceptable (and optimal) and which are not. In order to do that you need to follow the model on p.98 step-by-step, i.e., go through a particular path basing on your answers. This is very structured (and very useful) model. It defines how much participation (if any) a manager needs in a specific decision/situation. Take your time, ask me questions if needed