MGT503 Quiz Set 2

Lesson 19: Group Decision Making and Creativity

I. Creativity versus Innovation

• Creativity (تخلیقی صالحیت): The ability to combine ideas uniquely or make unusual associations.
• Innovation (جدت): The process of turning a creative idea into a useful (کارآمد) product, service, or method.

II. The Mechanics of Creative Thinking

• Convergent Thinking (سمٹتی سوچ): Solving problems by moving logically ( منطقی طور پر) toward one specific solution.
• Divergent Thinking (پھیلتی سوچ): Generating new ways of viewing a problem and seeking novel (انوکھا) alternatives (متبادل).
• Three Ingredients: Creativity requires domain-relevant skills (expertise/مہارت), creativity skills (thinking style), and task motivation (لگن).

III. Stages of the Creative Process

1. Preparation: Gathering data and generating initial alternatives.
2. Incubation (الشعوری وقفہ): A conscious break where subconscious (الشعوری) mental activities take over.
3. Illumination (انکشاف): The breakthrough moment where a new level of insight is achieved.
4. Verification (تصدیق): Testing the ideas to determine if the insight is valid.

IV. Group Creativity Techniques

• Brainstorming: Encouraging members to generate many ideas without any criticism (تنقید).
• Nominal Group Technique (NGT): Individuals independently list ideas, present them, and then vote silently (خاموشی سے) to rank them.
• Vertical Thinking: Logical and one-way, similar to how a computer solves a problem.
• Lateral Thinking: Rotating (گھمانا) a problem from different angles ( زاویے) to find new entry points.

V. Advanced Decision-Making Tools

• Delphi Method: Structured approach using a panel of experts (ماہرین) to predict future breakthroughs.
• Scenario Analysis: Assessing variables (تبدیل ہونے والے عوامل) to prepare for various possible futures.
• PDCA/PDSA Cycle: Plan, Do, Check/Study, Act—a tool for continuous improvement (مسلسل بہتری).

VI. Variables for Innovation

• Structural: Includes organic structures, abundant (وافر) resources, and high communication.
• Cultural: Tolerance (برداشت) of risks, acceptance of ambiguity (ابہام), and focus on ends.
• Human Resource: High job security, training, and "idea champions" who support new ideas.

Lesson 20: Planning and Decision Aids-I

I. Introduction to Planning and Decision Aids

Management Science (انتظامی سائنس): A perspective aimed at increasing decision effectiveness ( فیصلہ سازی کی تاثیر) by using sophisticated mathematical models and statistical methods. Planning Tools: Techniques available to managers to assist in performing management functions efficiently.

II. Techniques for Assessing the Environment (ماحول کا جائزہ)

Environmental Scanning ( ماحولیاتی جائزہ): The screening (جائزہ لینا) of large amounts of information to anticipate and interpret changes in the environment. SWOT Analysis: Identifying an organization’s Strengths, Weaknesses, Opportunities, and Threats to find a strategic niche (تزویراتی مناسب جگہ). Competitor Intelligence (حریف کی معلومات): A scanning activity used to identify who competitors are, what they are doing, and how their actions affect the firm. Global Scanning: Assessing changes and trends (رجحانات) in the global environment to help in forecasting.

III. Forecasting (مستقبل کی پیشگوئی)

Definition: The process of predicting changing conditions and future events that may significantly affect the business. Quantitative Forecasting ( عددی پیشگوئی): Applying mathematical rules to past data (سابقہ معلومات) to predict outcomes. Qualitative Forecasting (معیاری پیشگوئی): Using the judgment and opinions (رائے) of knowledgeable individuals to predict outcomes. Forecasting Effectiveness: Accuracy is better when the environment is stable; managers should use simple techniques and shorten forecast lengths ( دورانیہ) for better results.

IV. Methods of Quantitative Forecasting

Time-series Methods (وقتی سلسلہ): Uses historical data to find patterns: Trend (long-range movement), Seasonal (changes within a year), and Cyclical (گردشی رجحانات) spanning longer than a year. Explanatory or Causal Models: Identify variables (تبدیل ہونے والے عوامل) that caused past conditions to predict the future, often using Regression models (اثر پذیری کے ماڈل). Leading Indicators: Variables that correlate (باہمی تعلق) with an interest and tend to occur in advance of the phenomenon.

V. Technological and Judgmental Forecasting

Technological Forecasting: Predicting long-term trends using the Delphi method (expert panels) or Scenario analysis (منظر نامے کا تجزیہ). Jury of Executive Opinion (اعلیٰ عہدیداروں کی رائے): Organization executives meet to estimate a forecast as a group. Sales-force Composite: Obtaining views from salespeople and distributors (تقسیم کار) regarding the sales outlook.

VI. Benchmarking (معیار کا موازنہ)

Definition: Searching for the best practices (بہترین طریقے) among competitors or non-competitors that lead to superior performance. Process Steps: 1. Form a planning team to identify what to compare. 2. Collect internal and external data. 3. Analyze data to identify performance gaps .)(کارکردگی کا فرق4 . Prepare and implement an action plan (عملی منصوبہ)

I. Techniques for Allocating Resources (وسائل کی تقسیم کے طریقے)

Budgeting (بجٹ سازی): A numerical plan (عددی منصوبہ) for allocating resources to specific activities, including Revenue, Expense, Profit, and Cash budgets. Variable Budget: A budget that takes into account (مدنظر رکھنا) costs that vary with volume, unlike fixed budgets that assume a single specified volume. Scheduling (شیڈولنگ): Listing necessary activities, their order of completion, and the time needed; often managed via Gantt charts or PERT networks. Gantt Chart: A specialized bar chart that visually shows actual and planned output (پیداوار) over a period of time but does not show interrelationships (باہمی تعلقات) between activities. PERT Network: A flowchart-like diagram depicting the sequence of activities for complicated (پیچیدہ) one-time projects, highlighting the Critical path—the longest sequence that determines the project completion date. Breakeven Analysis: A technique used to identify the point at which total revenue (آمدنی) is exactly sufficient to cover total costs. Linear Programming: A mathematical technique ( ریاضیاتی تکنیک) used to solve resource allocation problems by optimizing (بہترین بنانا) a single goal under specific constraints.

II. Contemporary Planning Techniques (عصر حاضر کے منصوبہ بندی کے طریقے)

Project Management: The task of managing a one-time-only set of activities to ensure they are done on time, within budget, and according to specifications (وضاحتیں). Scenario Planning: Developing a consistent view (مستقل نظریہ) of what the future is likely to be to reduce uncertainty (غیر یقینی صورتحال) by playing out potential situations.

III. Other Planning Techniques ( منصوبہ بندی کے دیگر طریقے)

Queuing Models (انتظار کی قطار کے ماڈل): Mathematical models used to describe and analyze waiting-line situations to determine probable effects of varying parameters. Simulation (شبیہ سازی): A mathematical imitation (نقل) of reality used when a situation is too complex (پیچیدہ) for linear programming or queuing theory. Decision Trees (فیصلہ سازی کے درخت): Graphic models displaying a sequence of alternative courses of action, showing the payoffs (نتائج) and probabilities associated with different paths

I. Definition and Purposes of Planning (منصوبہ بندی کے مقاصد)

Planning involves defining goals, establishing strategies (حکمت عملی) for achievement, and developing plans to coordinate activities. Benefits: It gives direction to the organization, reduces the impact of change, minimizes uncertainty (غیر یقینی صورتحال), and reduces overlapping or wasteful activities.

II. The Nature of Organizational Goals (تنظیمی مقاصد)

Stated vs. Real: Stated goals are official statements (سرکاری بیانات) for stakeholders, while Real goals are those the organization actually pursues. Hierarchy (درجہ بندی): Goals form a chain where Strategic goals are set by top management, Tactical by middle management, and Operational by lower management. Facilitating Performance: Goals improve performance when they are challenging yet attainable (قابل حصول), specific, measurable, and time-limited.

III. Types and Linkage of Plans (منصوبوں کی درجہ بندی)

Strategic vs. Operational: Strategic plans are organization-wide and long-term (3–5 years), while Operational plans specify details for short-term achievement. Specificity: Specific plans are clearly defined with no room for interpretation (تشریح), whereas Directional plans provide flexible ( لچکدار) general guidelines. Time Horizons: Tactical plans usually have an intermediate range of 1–3 years, and Operational plans are typically for less than one year.

IV. Recurring and Non-recurring Plans (بار بار استعمال ہونے والے منصوبے)

Single-use Plans: These are one-time plans designed for unique, non-recurring (دوبارہ نہ ہونے والے) situations, such as specific programs or projects. Standing Plans: Ongoing plans that provide guidance for repeated activities, including policies, rules, and standard operating procedures (SOPs). Promoting Innovation: The planning process, starting from the mission statement, serves as a primary means to encourage and provide plans for innovation ( جدت

Lesson 23: Planning Process and Goal Levels

I. Overall Planning Process & Mission (منصوبہ بندی کا عمل اور مقصد)

• Goal (مقصد): A future target an organization wishes to achieve; Plan (منصوبہ): The means devised ( تیار کردہ طریقہ) for attempting to reach that goal.
• Mission Statement (مقصد کا بیان): A broad declaration of purpose and scope (حدود) that distinguishes the firm and acts as a benchmark for success.
• Components: Defines customers, products, technology, philosophy (بنیادی نظریات), self-concept, and concern for employees.

II. Types of Plans (منصوبوں کی اقسام)

• Breadth & Time: Strategic plans are organization-wide; Operational plans specify details. Short-term covers ≤1 year; Long-term extends >3 years.
• Specificity (وضاحت): Specific plans are clearly defined; Directional plans are flexible (لچکدار) general

guidelines.

III. Hierarchy and Nature of Goals (اہداف کی درجہ بندی)

• Hierarchy: Strategic goals (Top management), Tactical goals (Middle management), and Operational goals

(Lower level/measurable outcomes).

• Criteria: Goals must be challenging, attainable (قابل حصول), specific, measurable, time-limited, and relevant.

IV. Facilitating Performance (کارکردگی میں بہتری)

• Goal Commitment (وابستگی): Determination to reach a goal; fostered by authority, peer pressure, coaching, and incentives (ترغیبات).
• Work Behavior: Goals provide direction, boost effort, encourage persistence (استقامت), and lead to better planning.
• Process Factors: Performance is affected by job knowledge, task complexity, situational constraints ( حاالت کی پابندیاں), and feedback.