Understanding Management 9Th Edition Daft Solutions

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Understanding Management 9Th Edition Daft
Solutions Manual
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Product ID: 20577

ISBN-10: 1111969954
ISBN-13: 9781111969952
Category: Test Bank and Solution Manual
File format : PDF, AWZ, .MOBI, .EPUB, .FB2. etc
Author: Richard L. Daft
Pages: 1024
Year: 2012
Language: English
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Understanding Management 9Th Edition Daft
Solutions Manual

Testbankfan
Richard L. Daft
 Table of contents

Chapter 1 : Part 1: Introduction to Management

Chapter 2 : Part 2: The Environment of Management
Chapter 3 : Part 3: Planning
Chapter 4 : Part 4: Organizing
Chapter 5 : Part 5: Leading
Chapter 6 : Part 6: Controlling
Chapter 7 : Part 7: The Changing Face of Management
Chapter 8 : Appendix: Solutions to Case Studies and Exercises
This solutions manual accompanies the 9th edition of 'Understanding
Management' by Richard L. Daft. It provides comprehensive answers,
explanations, and teaching resources for the textbook's end-of-chapter
questions, case studies, and exercises. Designed for instructors and
students, it facilitates deeper comprehension of management principles,
organizational behavior, leadership strategies, and contemporary business
challenges presented in the main text.

Understanding Management 9Th Edition Daft Solutions Manual is authored by

Richard L. Daft and is currently provided and distributed at
[Link]. This resource is highly valuable for enhancing your
knowledge and professional expertise in the relevant field, while also
expanding your analytical thinking and ability to apply theory to real-
world practice. The content is presented in a systematic, logical, and
accessible manner, making it suitable for both beginners and those seeking
to deepen their specialized understanding. Through core concepts,
illustrative examples, and detailed guidance, the material helps learners
strengthen their foundation, develop problem-solving skills, and improve
overall academic and professional performance.
 CHAPTER 6

MANAGERIAL DECISION MAKING

CHAPTER OUTLINE
New Manager Self-Test: How Do You Make Decisions?
I. Types of Decisions and Problems
A. Programmed and Nonprogrammed Decisions
B. Facing Certainty and Uncertainty
New Manager Self-Test: Intolerance of Ambiguity
II. Decision-Making Models
A. The Ideal, Rational Model
B. How Managers Actually Make Decisions
C. The Political Model
III. Decision-Making Steps
A. Recognition of Decision Requirement
B. Diagnosis and Analysis of Causes
C. Development of Alternatives
D. Selection of the Desired Alternative
E. Implementation of the Chosen Alternative
F. Evaluation and Feedback
IV. Personal Decision Framework
V. Why Do Managers Make Bad Decisions?
VI. Innovative Decision Making
A. Start with Brainstorming
B. Use Hard Evidence
C. Engage in Rigorous Debate
D. Avoid Groupthink
E. Know When to Bail
F. Do a Postmortem

ANNOTATED LEARNING OUTCOMES

After studying this chapter, students should be able to:

1. Explain why decision making is an important component of good management.

Every organization grows, prospers, or fails as a result of decisions made by its managers.
Managers are often referred to as decision makers. Good decision making is a vital part of good
management. Decisions determine how the organization solves its problems, allocates resources,
and accomplishes its objectives. Decision making is not easy. It must be done amid
ever-changing factors, unclear information, and conflicting points of view. Plans and strategies
are arrived at through decision making. The better the decision making, the better the strategic
planning.

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Managerial Decision Making •

2. Discuss the difference between programmed and nonprogrammed decisions and the decision
characteristics of certainty and uncertainty.

Programmed decisions involve situations that have occurred often enough to enable decision
rules to be developed and applied in the future. Once managers formulate decision rules,
subordinates and others can make the decision, freeing managers for other tasks.

Nonprogrammed decisions are made in response to situations that are unique, are poorly defined
and largely unstructured, and have important consequences for the organization. Many
nonprogrammed decisions involve strategic planning because uncertainty is great and decisions
are complex.

Every decision situation can be organized on a scale according to the availability of information
and the possibility of failure. Certainty means that all the information the decision maker needs
is fully available. However, few decisions are certain in the real world. Most contain some
uncertainty. Uncertainty means that managers know which goals they wish to achieve, but
information about alternatives and future events is incomplete.

3. Describe the ideal, rational model of decision making and the political model of decision
making.

The classical model of decision making is considered to be normative, which means it defines
how a decision maker should make decisions. It is based on rational economic assumptions and
manager beliefs about what ideal decision making should be. It does not describe how managers
actually make decisions so much as it provides guidelines on how to reach an ideal outcome for
the organization. The classical model is most valuable when applied to programmed decisions
and to decisions characterized by certainty or risk because information is available and
probabilities can be calculated. The classical model is often associated with high performance
for organizations in stable environments.

The political model of decision making is useful for making nonprogrammed decisions when
conditions are uncertain, information is limited, and managers may disagree about what goals to
pursue or what course of action to take. The political model closely resembles the real
environment in which most managers and decision makers operate. Managers often engage in
coalition building for making complex organizational decisions. Coalition building is the
process of forming alliances among managers. The inability of managers to build coalitions
often makes it difficult or impossible for managers to get their decisions implemented. This
model is associated with high performance in unstable environments in which decisions must be
made rapidly and under more difficult conditions.

4. Explain the process by which managers actually make decisions in the real world.

The administrative model describes how managers actually make decisions such as those
characterized by nonprogrammed decisions, uncertainty, and ambiguity. The administrative
model is considered to be descriptive. It assumes that managers do not have the time or
resources to make the optimal decision and therefore will be satisfied with the first decision that
meets the minimal criteria. Intuition based on past practice and experience is often used in this
model to make decisions. The application of the administrative model has been associated with
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Managerial Decision Making •

high performance in unstable environments in which decisions must be made rapidly and under
more difficult conditions.

5. Identify the six steps used in managerial decision making.

Whether a decision is programmed or nonprogrammed, and regardless the manager follows the
classical, political, or administrative model of decision making, six steps typically are associated
with effective decision-making processes. These six steps are:
• recognition of decision requirement;
• diagnosis and analysis of causes;
• development of alternatives;
• selection of desired alternative;
• implementation of chosen alternative; and
• evaluation and feedback.

6. Describe four personal decision styles used by managers, and explain the biases that
frequently cause managers to make bad decisions.

The directive style is used by people who prefer simple, clear-cut solutions to problems.
Managers with an analytical style like to consider complex solutions based on as much data as
they can gather. People who tend toward a conceptual style also like to consider a broad amount
of information. The behavioral style is characterized by having a deep concern for others as
individuals.

Most bad decisions are errors in judgment that originate in the human mind’s limited capacity
and in the natural biases managers display during decision making. Awareness of the following
six biases can help managers make more enlightened choices:

Being influenced by initial impressions. The mind often gives disproportionate weight to the
first information it receives when considering decisions. These initial impressions act as an
anchor to subsequent thoughts and judgments. Past events and trends also act as anchors. Giving
too much weight to the past can lead to poor forecasts and misguided decisions.

Justifying past decisions. People don’t like to make mistakes, so they continue to support a
flawed decision in an effort to justify or correct the past.

Seeing what you want to see. People frequently look for information that supports their existing
instinct or point of view and avoid information that contradicts it, affecting where they look for
information as well as how they interpret the information they find.

Perpetuating the status quo. Managers may base decisions on what has worked in the past and
fail to explore new options, dig for additional information, or investigate new technologies.

Being influenced by emotions. Managers make better decision when—to the extent possible—
they take emotions out of the decision-making process.

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Managerial Decision Making •

Overconfidence. Most people overestimate their ability to predict uncertain outcomes. Before
making a decision, managers have unrealistic expectations of their ability to understand the risk
and make the right choice.

7. Identify and explain innovative techniques for decision making, including brainstorming,
evidence-based management, and after-action reviews.

One of the best known techniques for rapidly generating creative alternatives is brainstorming.
Brainstorming uses a face-to-face interactive group to spontaneously suggest a broad range of
alternatives for decision making. The keys to effective brainstorming are that people can build
on one another’s ideas, all ideas are acceptable no matter how crazy they seem, and criticism and
evaluation are not allowed. The goal is to generate as many ideas as possible.

Evidence-based decision making is founded on a commitment to examining potential biases,

seeking and examining evidence with rigor, and making informed and intelligent decisions based
on the best available facts and evidence.

An important key to better decision making under conditions of uncertainty is to encourage a

rigorous debate of the issue at hand. Good managers recognize that constructive conflict based
on different points of view can focus a problem, clarify ideas, and stimulate creative thinking. It
can also create a broader understanding of issues and alternatives, and improve broader decision
quality. Two common ways to accomplish this are having a devil’s advocate to challenge the
group’s assumptions and assertions, and engaging in point-counterpoint by giving two subgroups
competing responsibilities.

Avoiding groupthink helps groups make better decisions. Groupthink refers to the tendency of
people in groups to suppress contrary opinions. When people slip into groupthink, the desire for
harmony outweighs concerns over decision quality. Group members emphasize maintaining
unity rather than realistically challenging problems and alternatives. Some disagreement and
conflict is much healthier than blind agreement.

Managers need to know when to bail; i.e., they must be able to discern when to pull the plug on
something that isn’t working. Escalating commitment means that organizations often continue to
invest time and money in a solution despite strong evidence that it is not appropriate to do so.
Managers might block or distort negative information because they don’t want to be responsible
for a bad decision, or might not accept that their decision is wrong.

To improve decision making people review the results of their decisions, they learn valuable
lessons for how to do things better in the future. A technique adopted from the U.S. Army, the
after-action review is a disciplined procedure whereby managers review the results of decisions
to evaluate what worked, what didn’t, and how to do things better.

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Managerial Decision Making •

LECTURE OUTLINE
NEW MANAGER SELF-TEST: HOW DO YOU MAKE DECISIONS?

Most of us make decisions automatically and without realizing that people have diverse decision-
making behaviors, which they bring to management positions. New managers typically use a
different decision behavior than seasoned executives. They often start out with a more directive,
decisive, command-oriented behavior and gradually move toward more openness, diversity of
viewpoints, and interactions with others as they move up the hierarchy. This exercise helps
students determine whether they typically make decisions more like new managers or more like
senior managers.

I. TYPES OF DECISIONS AND PROBLEMS

A decision is a choice made from available alternatives. Decision making is the process of
identifying problems and opportunities and then resolving them. Decision making involves
effort both before and after the actual choice.

A. Programmed and Nonprogrammed Decisions

1. Programmed decisions involve situations that have occurred often enough to enable
decision rules to be developed and applied in the future. Once managers formulate
decision rules, subordinates and others can make decisions freeing managers for other
tasks.

2. Nonprogrammed decisions are made in response to situations that are unique,

poorly defined, largely unstructured, and likely to have important consequences for
the organization. Nonprogrammed decisions often involve strategic planning because
uncertainty is great and decisions are complex.

B. Facing Certainty and Uncertainty Exhibit 6.1

1. One difference between programmed and nonprogrammed decisions relates to the

degree of certainty or uncertainty that managers deal with in making the decision. In
a perfect world, managers have all the information necessary for making decisions.
In reality, some things are unknowable and some decisions will fail. Every decision
situation can be organized on a scale according to the availability of information and
the possibility of failure. The four positions on the scale are certainty, risk,
uncertainty, and ambiguity.

a. Certainty means that all the information the decision maker needs is fully
available. Few decisions are certain in the real world. Most contain risk or
uncertainty.

b. Risk means a decision has clear-cut objectives and good information available.
The future outcomes associated with each alternative are subject to failure;
however, enough information is available to allow the probability of a successful
outcome for each alternative to be estimated.
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 Managerial Decision Making •

c. Uncertainty means managers know which goals they wish to achieve, but
information about alternatives and future outcomes is incomplete. Factors that
may affect a decision, such as price, production costs, volume, or future interest
rates, are difficult to analyze and predict. Managers may have to come up with
creative approaches to alternatives and use personal judgment to determine which
alternative is best. Many decisions made under uncertainty do not produce the
desired results, but managers face uncertainty every day.

d. Ambiguity means that the goals to be achieved or the problem to be solved is

unclear, alternatives are difficult to define, and information about outcomes is
unavailable. High ambiguous circumstances can create a wicked decision
problem, with conflicts over goals and decision alternatives, rapidly changing
circumstances, fuzzy information, and unclear linkages among decision elements.
Managers have a difficult time coming to grips with the issues and must conjure
up reasonable scenarios in the absence of clear information. Ambiguity is by far
the most difficult decision situation.

Discussion Question #3: Explain the difference between risk and ambiguity. How might
decision making differ for a risky versus an ambiguous situation?

NOTES________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

NEW MANAGER SELF-TEST: INTOLERANCE OF AMBIGUITY

This exercise helps students to determine how comfortable they are when dealing with
ambiguity.

II. DECISION-MAKING MODELS Exhibit 6.2

Decisions are usually made using the classical, the administrative, or the political decision
making model. The choice of model used depends on the manager’s personal preference,
whether the decision is programmed or nonprogrammed, and the degree of uncertainty
associated with the decision.

A. The Ideal, Rational Model

1. The classical model of decision making is based on assumptions that managers

should make logical decisions that will be in the organization’s best economic
interests. The four assumptions include:

a. The decision maker operates to accomplish goals that are known and agreed upon.

b. The decision maker strives for conditions of certainty, gathering complete

information.

c. Criteria for evaluating alternatives are known.

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Managerial Decision Making •

d. The decision maker is rational and uses logic to assign values, order preferences,
evaluate alternatives, and make the decision to maximize goals.

2. The classical model is normative, defining how a decision maker should make
decisions, and providing guidelines for reaching an ideal outcome for the
organization. The value of the classical model has been to help decision makers be
more rational.

3. The classical model represents an “ideal” model of decision making that is often
unattainable by real people in real organizations. It works best when applied to
programmed decisions and to decisions characterized by uncertainty or risk because
relevant information is available and probabilities can be calculated.

Discussion Question #8: List some possible advantages and disadvantages to using computer
technology for managerial decision making.

NOTES________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

B. How Managers Actually Make Decisions

1. Bounded Rationality and Satisficing

a. The administrative model is considered to be descriptive, meaning that it

describes how managers actually make decisions rather than how they should
make them. Herbert A. Simon proposed two concepts instrumental in shaping the
administrative model: bounded rationality and satisficing.

b. Bounded rationality means people have limits, or boundaries, on the amount of

information they can process in making a decision. Because managers do not
have the time or cognitive ability to process complete information about complex
decisions, they must satisfice.

c. Satisficing means that decision makers choose the first solution alternative that
satisfies minimal decision criteria. Rather than pursue all alternatives, managers
will opt for the first solution that appears to solve the problem. The decision
maker cannot justify the time and expense of obtaining complete information.

d. According to the administrative model:

• Decision goals often are vague, conflicting, and lack consensus among
managers.

• Rational procedures are not always used, and when they are, they are confined
to a simplistic view of the problem that does not capture the complexity of
real events.

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Siebenschön.

Es waren einmal in einem Dorfe ein paar arme Leute, die hatten ein kleines
Häuschen und nur eine einzige Tochter, die war wunderschön und gut über alle
Maßen. Sie arbeitete, fegte, wusch, spann und nähte für sieben, und war so
schön wie sieben zusammen, darum ward sie Siebenschön geheißen. Aber weil
sie ob ihrer Schönheit immer von den Leuten angestaunt wurde, schämte sie
sich, und nahm Sonntags, wenn sie in die Kirche ging — denn Siebenschön
war auch frömmer wie sieben andre, und das war ihre größte Schönheit, —
einen Schleier vor ihr Gesicht. So sah sie einstens der Königssohn, und hatte
seine Freude über ihre edle Gestalt, ihren herrlichen Wuchs, so schlank wie
eine junge Tanne, aber es war ihm leid, daß er vor dem Schleier nicht auch ihr
Gesicht sah, und fragte seiner Diener einen: „Wie kommt es, daß wir
Siebenschöns Gesicht nicht sehen?“ — „Das kommt daher“ — antwortete der
Diener, „weil Siebenschön so sittsam ist.“ Darauf sagte der Königssohn: „Ist
Siebenschön so sittsam zu ihrer Schönheit, so will ich sie lieben mein Leben
lang und will sie heiraten. Gehe du hin und bringe ihr diesen goldnen Ring von
mir und sage ihr, ich habe mit ihr zu reden, sie solle abends zu der großen
Eiche kommen.“ Der Diener tat wie ihm befohlen war, und Siebenschön
glaubte, der Königssohn wolle ein Stück Arbeit bei ihr bestellen, ging daher zur
großen Eiche und da sagte ihr der Prinz, daß er sie lieb habe um ihrer großen
Sittsamkeit und Tugend willen, und sie zur Frau nehmen wolle; Siebenschön
aber sagte: „Ich bin ein armes Mädchen und du bist ein reicher Prinz, dein
Vater würde sehr böse werden, wenn du mich wolltest zur Frau nehmen.“ Der
Prinz drang aber noch mehr in sie, und da sagte sie endlich, sie wolle sich’s
bedenken, er solle ihr ein paar Tage Bedenkzeit gönnen. Der Königssohn
konnte aber unmöglich ein paar Tage warten, er schickte schon am folgenden
Tage Siebenschön ein Paar silberne Schuhe und ließ sie bitten, noch einmal
unter die große Eiche zu kommen. Da sie nun kam, so fragte er schon, ob sie
sich besonnen habe? Sie aber sagte, sie habe noch keine Zeit gehabt sich zu
besinnen, es gebe im Haushalt gar viel zu tun, und sie sei ja doch ein armes
Mädchen und er ein reicher Prinz, und sein Vater werde sehr böse werden,
wenn er, der Prinz, sie zur Frau nehmen wolle. Aber der Prinz bat von neuem
und immer mehr, bis Siebenschön versprach, sich gewiß zu bedenken und
ihren Eltern zu sagen, was der Prinz im Willen habe. Als der folgende Tag kam,
da schickte der Königssohn ihr ein Kleid, das war ganz von Goldstoff, und ließ
sie abermals zu der Eiche bitten. Aber als nun Siebenschön dahin kam, und der
Prinz wieder fragte, da mußte sie wieder sagen und klagen, daß sie abermals
gar zuviel und den ganzen Tag zu tun gehabt, und keine Zeit zum Bedenken,
und daß sie mit ihren Eltern von dieser Sache auch noch nicht habe reden
können, und wiederholte auch noch einmal, was sie dem Prinzen schon
zweimal gesagt hatte, daß sie arm, er aber reich sei, und daß er seinen Vater
nur erzürnen werde. Aber der Prinz sagte ihr, das alles habe nichts auf sich, sie
solle nur seine Frau werden, so werde sie später auch Königin, und da sie sah,
wie aufrichtig der Prinz mit ihr es meinte, so sagte sie endlich ja, und kam nun
jeden Abend zu der Eiche und zu dem Königssohne — auch sollte der König
noch nichts davon erfahren. Aber da war am Hofe eine alte häßliche
Hofmeisterin, die lauerte dem Königssohn auf, kam hinter sein Geheimnis und
sagte es dem Könige an. Der König ergrimmte, sandte Diener aus und ließ das
Häuschen, worin Siebenschöns Eltern wohnten, in Brand stecken, damit sie
darin anbrenne. Sie tat dies aber nicht, sie sprang, als sie das Feuer merkte,
heraus und alsbald in einen leeren Brunnen hinein, ihre Eltern aber, die armen
alten Leute, verbrannten in dem Häuschen.
Da saß nun Siebenschön drunten im Brunnen und grämte sich und weinte
sehr, konnt’s aber zuletzt doch nicht auf die Länge drunten im Brunnen
aushalten, krabbelte herauf, fand im Schutt des Häuschens noch etwas
Brauchbares, machte es zu Geld und kaufte dafür Mannskleider, ging als ein
frischer Bub an des Königs Hof und bot sich zu einem Bedienten an. Der König
fragte den jungen Diener nach dem Namen, da erhielt er die Antwort:
„Unglück!“ und dem König gefiel der junge Diener also wohl, daß er ihn gleich
annahm, und auch bald vor allen andern Dienern gut leiden konnte.
Als der Königssohn erfuhr, daß Siebenschöns Häuschen verbrannt war,
wurde er sehr traurig, glaubte nicht anders, als Siebenschön sei mit verbrannt,
und der König glaubte das auch, und wollte haben, daß sein Sohn nun endlich
eine Prinzessin heirate, und mußte dieser nun eines benachbarten Königs
Tochter freien. Da mußte auch der ganze Hof und die ganze Dienerschaft mit
zur Hochzeit ziehen, und für Unglück war das am traurigsten, es lag ihm wie
ein Stein auf dem Herzen. Er ritt auch mit hintennach der Letzte im Zuge, und
sang wehklagend mit klarer Stimme:
„Siebenschön war ich genannt,
Unglück ist mir jetzt bekannt.“
Das hörte der Prinz von weitem, und fiel ihm auf und hielt und fragte: „Ei,
wer singt doch da so schön?“ — „Es wird wohl mein Bedienter, der Unglück
sein,“ antwortete der König, „den ich zum Diener angenommen habe.“ Da
hörten sie noch einmal den Gesang:
„Siebenschön war ich genannt,
Unglück ist mir jetzt bekannt.“
Da fragte der Prinz noch einmal, ob das wirklich niemand anders sei, als
des Königs Diener? und der König sagte, er wisse es nicht anders.
Als nun der Zug ganz nahe an das Schloß der neuen Braut kam, erklang
noch einmal die schöne klare Stimme:
„Siebenschön war ich genannt,
Unglück ist mir jetzt bekannt.“
Jetzt wartete der Prinz keinen Augenblick länger, er spornte sein Pferd und
ritt wie ein Offizier längs des ganzen Zugs in gestrecktem Galopp hin, bis er an
Unglück kam, und Siebenschön erkannte. Da nickte er ihr freundlich zu und
jagte wieder an die Spitze des Zuges, und zog in das Schloß ein. Da nun alle
Gäste und alles Gefolge im großen Saal versammelt war und die Verlobung vor
sich gehen sollte, so sagte der Prinz zu seinem künftigen Schwiegervater:
„Herr König, ehe ich mit Eurer Prinzessin Tochter mich feierlich verlobe, wollet
mir erst ein kleines Rätsel lösen. Ich besitze einen schönen Schrank, dazu
verlor ich vor einiger Zeit den Schlüssel, kaufte mir also einen neuen; bald
darauf fand ich den alten wieder, jetzt saget mir Herr König, wessen Schlüssel
ich mich bedienen soll?“ — „Ei, natürlich des alten wieder!“ antwortete der
König, „das Alte soll man in Ehren halten, und es über Neuem nicht
hintansetzen.“ — „Ganz wohl, Herr König,“ antwortete nun der Prinz, „so zürnt
mir nicht, wenn ich Eure Prinzessin Tochter nicht freien kann, sie ist der neue
Schlüssel, und dort steht der alte.“ Und nahm Siebenschön an der Hand und
führte sie zu seinem Vater, indem er sagte: „Siehe Vater, das ist meine Braut.“
Aber der alte König rief ganz erstaunt und erschrocken aus: „Ach lieber Sohn,
das ist ja Unglück, mein Diener!“ — Und viele Hofleute schrien: „Herr Gott, das
ist ja ein Unglück!“ — „Nein!“ sagte der Königssohn. „Hier ist gar kein Unglück,
sondern hier ist Siebenschön, meine liebe Braut.“ Und nahm Urlaub von der
Versammlung und führte Siebenschön als Herrin und Frau auf sein schönstes
Schloß.
 Des Königs Münster.

Es war einmal ein König, der erbaute ein prachtvolles Münster zur Ehre und
zum Lobe Gottes und durfte niemand zu diesem Bau einen Heller beisteuern,
nach des Königs ausdrücklichem Gebot, sondern er wollte es ganz aus dem
eignen Schatz erbauen. Und so geschah es auch und das Münster war
vollendet, schön und würdig, mit aller Pracht und aller Zier. Und da ließ der
König eine große marmorne Tafel zurichten, in diese ließ er mit goldnen
Buchstaben eine Schrift graben, daß er, der König, allein den Dom erbaut
habe, und niemand habe dazu beigesteuert. Aber als die Tafel einen Tag und
eine Nacht lang aufgerichtet war, so war in der Nacht die Schrift verändert,
und statt des Königs Namen stand ein anderer Name darauf, und zwar der
Name einer armen Frau, so daß es nun lautete, als habe sie das ganze
prächtige Münster erbaut. Das verdroß den König mächtig; er ließ den Namen
austilgen, und den seinigen wieder einschreiben. Aber über Nacht stand
wieder der Name jener armen Frau auf der Tafel, und jedermann las, daß sie
des Münsters Stifterin sei. Und zum dritten Male ward des Königs Name auf die
Tafel geschrieben, und zum dritten Male verschwand er, und jener kam zum
Vorschein. Da merkte der König, daß hier Gottes Finger schreibe, demütigte
sich, und ließ nach der Frau forschen und sie vor seinen Thron heischen. Voll
Angst und erschrocken trat sie vor den König, der sprach zu ihr: „Frau, es
geben sich wunderliche Dinge, sage mir bei Gott und deinem Leben die
Wahrheit! Hast du mein Gebot nicht vernommen, daß niemand zu dem
Münster geben solle? Oder hast du doch dazu gegeben?“
Da fiel das Weib dem Könige zu Füßen und sprach: „Gnade, mein Herr und
König! Ich will alles auf deine Gnade bekennen! Ich bin ein ganz armes Weib;
ich muß mich kümmerlich mit Spinnen ernähren, daß mich der Hunger nicht
ertötet, und da hatte ich doch ein Hellerlein erübrigt, das mocht’ ich gar zu
gerne darbringen zu deinem Tempelbau und Gott zu Ehren, aber ich fürchtete,
o Herr, deinen Bann und deine harte Bedräuung, und da kaufte ich um das
Hellerlein ein Bündelein Heu, das streute ich auf die Straße den Ochsen hin,
welche die Steine zu deinem Münster zogen, und sie fraßen es. So tat ich nach
meinem Willen und ohne dein Gebot zu verletzen.“
Da ward der König mächtiglich bewegt von der Frauen Rede, und sah, wie
Gott der Herr ihren reinen Sinn gewürdigt und ihn als höheres Opfer
olisi ollut nuorempi mies, mutta hän oli vanha ukko, eikä isä itseään
vanhempaa miestä ole eläessään lyönyt.

Paha hänet ehkä sittenkin olisi perinyt, jos lamppu olisi särkynyt,
mutta ei sille toki tullut mitään.

"Mene uunille, sen tollo", ärjäsi isä Pekalle, ja Pekka nousi uunille.

Vaan isä oli jo ottanut lampun kirstusta ja ripusti sitä kädessään.

"Kas, tässä tämä nyt on, tämmöinen tämä nyt on — tänne lasin
sisään pannaan öljy ja tuo suikale siellä sisällä on sydän eli 'veeku' —
pysykää ulompana päreinenne siinä!"

"Eikö sitä panna palamaan", kysyi äiti ja siirtyi päreineen vähän

ulommaksi.

"Oletko sinä hupakko — mitenkä se palamaan pannaan, kun ei ole

vielä öljyäkään."

"No, vaan eikö sitten saata panna öljyä."

"Vai öljyä panna, ehei! Niin sen äkkinäinen luulisi, mutta

kauppamies varotti moneen kertaan, ett'ei saa tulen valolla öljyä
panna, se saattaisi syttyä ja polttaa koko talon."

"Milloinkas siihen sitten saa sitä öljyä panna?"

"Päivällä, päivällä, etkö sinä jouda päivään odottamaan — ei se

niin kovin kummaa ole."

"Oletko sinä sen sitten jo nähnyt palavan?"

 "Minäkö!? Jo toki montakin kertaa olen lampun palavan nähnyt —
olen nähnyt pappilassa ja tätäkin jo kauppamiehen luona koetettiin."

"No, paloiko se?"

"Paloihan se, ja kun pantiin puodin luukut kiinni, niin olisi nähnyt
vaikka nuppineulan lattialla — katsokaa, tässä on tämmöinen
'kuuppa', ja kun tuossa tuli palaa, tämän oikulaisen lasin sisässä, niin
valo ei pääse kattoon, jossa sitä ei tarvitakkaan, mutta leviää alas
kaikki, niin että näkee vaikka nuppineulan lattialla."

Kyllä meidän kaikkein olisi kovasti tehnyt mieli koettaa, näkisikö

vaikka nuppineulan lattialla, mutta isä ripusti lampun kattoon ja
rupesi vaan syömään.

"Tänä iltana pitää vielä pärevalkeaan tyytyä", sanoi isä

syödessään, "mutta huomenna tässä talossa poltetaan lamppua."

"Katsos, isä, Pekka on tänäpäivänä kiskonut orrellisen päreitä."

"Ka, eikö ole kiskonut — kyllä nyt on syttyjä täksi talveksi —

muuhun ei nyt enää päreitä tarvitakkaan."

"Tarvitaan niitä siltä vielä saunassa ja navetassa", sanoi äiti.

"Mutta tuvassa poltetaan lamppua", sanoi isä.

Tänä yönä en nukkunut senkään vertaa kuin edellisenä, ja kun

aamusella heräsin, olisin melkein itkenyt, jos olisin ilennyt, kun
muistin, että lamppu vasta iltasella pantaisiin palamaan. Olin nähnyt
unta, että isä yöllä pani öljyä lamppuun, ja että se sitten koko päivän
palaisi.
 Heti päivän tultua, kaivoi isä siitä matkakirstusta isomahaisen
putelin ja kaatoi siitä jotakin pienempään puteliin. Olisimme
mielellämme kysyneet, mitä siinä putelissa oli, mutta emme
uskaltaneet, sillä isä oli niin totisen näköinen, että meitä vähän
pelotti.

Vaan kun hän laski lampun alemmaksi katosta ja rupesi sitä

ruokkoamaan ja vääntelemään, niin ei äiti enää malttanut olla
ääneti, vaan kysyi, "mitä se isä nyt tekee?"

"Panen öljyä lamppuun."

"No, vaan särjethän sinä sen — mitenkä sinä saat tuon sijoilleen,
jonka irti väänsit?" — Äiti ei tiennyt, emmekä me muutkaan tienneet,
miksi sitä sanottaisiin, jonka isä oli lasiastiasta irti vääntänyt. Isä ei
virkkanut mitään siihen, käskihän meidän vaan pysyä loitommalla.
Sitten hän kaasi siitä pienestä putelista siihen lasiastiaan, niin että se
tuli melkein täyteen, ja nyt me arvasimme, että isommassakin
putelissa mahtoi olla öljyä.

"No, eikö siihen nyt tulta pannakkaan?" kysyi äiti taas, kun kaikki
ne irti väännetyt kalut olivat paikoillaan ja kun näki, että isä nosti
lampun kattoon.

"Nytkö päivällä?"

"Niin, no saisihan tuota nyt koetella, mitenkä se palaa."

"Kyllä se palaa — odota vaan iltaa äläkä hätäile!"

Ruokalevon jälkeen kantoi istukas-Pekka jäisen pärepölkyn sisään

ja romahutti sen olaltaan lattialle, niin että koko tupa nytkähti ja öljy
lampussa liikahti.
 "So, so!" sanoi isä, "mitä sinä nyt?"

"Toin pärepölkyn sulamaan — eihän sitä jäistä ruojaa kukaan

kisko."

"Eihän sitä ole pakko kiskoakkaan", sanoi isä ja iski meille silmää.

"No, ei kai se tuommoisena pala."

"Eihän sen ole pakko palaakkaan."

"Eikös niitä sitten päreitä enää kiskotakkaan?"

"Entäs jos ei kiskottaisikaan."

"Sama minulle on, jos isäntä itse ilman toimeen tulee."

"Eikös se Pekka näe, mikä tuolta orresta riippuu." Kun isä tämän
sanoi, katsahti hän ylpeästi lamppuun ja säälivästi Pekkaan. Pekka
asetti pärepölkkynsä soppeen pystyyn ja katsahti vasta sitten
lamppuun.

"Se on lamppu, ja kun se palaa, niin ei pärevalkeaa enää

tarvitakkaan."

"Vai ei tarvitakkaan", sanoi Pekka ja lähti muuta puhumatta

havutukilleen tallin taakse. Pekka pienenteli itsensä korkuisen
havuko'on sinä päivänä niinkuin muinakin, mutta muulta väeltä ei
tahtonut tulla mitään valmista. Äiti koetti kehrätä, mutta kuontalo ei
kulunut puolilleenkaan, kun hän jo rukkinsa syrjään siirsi ja lähti
ulos.

Isä vähän ensin kirvesvartta veisteli, mutta tottapa työ oli

vastahakoista, koska se kesken jäi. Äidin mentyä meni isäkin;
lieneekö kylään mennyt, vai minne. Mennessään hän kielsi meitä
minnekkään lähtemästä ja uhkasi kurittavansa, jos kukaan meistä
sormellaankaan lamppua koettelisi. Mutta ennen me olisimme papin
kaulusta uskaltaneet mennä koettelemaan kuin lamppua. Se meitä
vaan pelotti, että, jos se nuora, josta se orressa riippui, itsestänsä
yht'äkkiä katkeaisi, sitä sitten sanottaisiin meidän syyksi.

Ikävältä meille kuitenkin rupesi aika pirtissä tuntumaan, ja kun ei

muuta tiedetty, päätettiin lähteä miehissä mäkeen. Koko kylällä oli
yhteinen vesitie joelle ja samassa paikassa oli hyvä mäki, josta juoksi
aina avennon toiselle puolelle pitkän matkan.

"Tuolla tulevat lamppulan lapset", huusivat kylän lapset, kun

näkivät meidän tulevan.

Me kyllä ymmärsimme, mitä he sillä tarkottivat, mutta kuitenkin

kysyimme me, "mitkä lamppulan lapset — eihän meidän talon nimi
ole lamppula."

"Jos kohta — vaan eikös teille ole ostettu semmoista lamppua?"

"No, mutta mistä tekin sen jo tiedätte?"

"Äitisi oli meidän pihan läpi kulkeissaan sanonut äidille, että isänne
on kauppamieheltä ostanut semmoisen lampun, että, kun se palaa,
näkee vaikka nuppineulan lattialla", sanoi lautamiehen tyttö.

"Se kuuluu olevan ihan samallainen kuin se, joka on pappilankin

salissa — niin kertoi isänne meillä vast'ikään, ja minä itse kuulin
sen", sanoi kievarin poika.

"No, onhan teillä sitten semmoinen lamppu?" kysyivät kaikki kylän

lapset.
 "On, mutta ei sitä nyt saata mennä katsomaan, kun se ei päivällä
pala; mutta kun ilta tulee, niin sitten mennään kaikki."

Me laskea jyräsimme mäkeä hämäriin asti, ja aina kun noustiin

mäen päälle, niin puhuttiin kylän lapsille lampusta.

Sillä lailla kului aika sukkelammin kuin luultiinkaan, ja kun oli vielä
viimmeinen kerta laskettu, niin lähdettiin miehissä kotia kohti
juoksemaan.

Pekka seisoi vielä havutukkinsa ääressä eikä edes päätäänkään

kääntänyt, vaikka me huusimme hänelle kaikki yhteen ääneen, että
tulisi katsomaan, kun lamppu pannaan palamaan.

Yhdessä avauksessa syöksimme tupaan, koko lapsilauma.

Vaan siinäpä meille jo tulikin seisaus. Lamppu olikin jo pantu

palamaan ja loisti katosta meitä vastaan niin kirkkaasti, ett'emme
osanneet muuta kuin silmät tirrallaan siihen tirkistellä.

"Ovi kiinni, osto-lämmin", huusi ääni pöydän päästä.

"Lentävät kuin kanat tuleen", kuului äiti toruvan karsinasta päin.

"Ei tuo kumma ole, jos sitä lapset säikähtävät, koskapahan minä
vanha ihminenkään en osaa muuta kuin päivitellä", kuului kievarin
vanha emäntä sanovan.

"Vaan joka paikkaan se meidänkin tyttö ennättää", sanoi

lautamiehen miniä.

Kun silmät alkoivat vähän selvitä, huomasimme me vasta, että

tupa oli naapurin väkeä puolillaan.
and trains, and travel, and public amusements of every name and
nature, can be removed at a single stroke. As a result, the nation will
stand higher in the estimation of God; and the people, having
acknowledged his supremacy, will have taken a long step in the
direction of final renovation and conversion.
But wait, says another, not too fast in matters of so great moment.
Please bear in mind the fact that this contest is to be one of words
and arguments. Your danger is that of underrating the capacity and
intelligence of our opponents. If you expect to meet them
successfully, it must be by a logic which will bear criticism and
examination.
As an individual, I am by no means certain that the Bible authority
for our movement is so clear and abundant as you seem to imagine.
The law which you quote in justification of our course is truly a
Sabbath law, and its import is unmistakable; but, unfortunately,
instead of making for our cause, it is diametrically opposed to your
efforts, and plainly declares that the seventh day of the week is the
Sabbath of the Lord, whereas you are unmistakably occupying
before the world a position no less awkward than that of insisting
that the first, and not the seventh, is the one which should be
enforced by legal enactment. While, therefore, I am in full sympathy
with the general purposes of this movement, I am convinced that,
before we shall succeed, we must rest it upon a different basis than
the fourth commandment. So far as my individual preferences go—in
order to avoid the difficulties which lie along the line of Scripture
justification for our conduct—I suggest that we rest it upon the
broad principle of social necessity, relying for our success upon the
generally conceded fact that rest upon one day in seven is
indispensable to the well-being of individuals and communities.
But, says a third party, while I agree with you in condemning the
proposition that the fourth commandment, as originally given,
furnishes us warrant for the observance of the first day of the week,
I can never consent to the idea of its unconditional repeal; for
without it in some form we are entirely without a Sabbath law; a
condition of things which would be deplorable indeed. I therefore
conclude that that law has been brought over into our dispensation,
and so far changed as to adapt it to the enforcement of the
observance of the first day of the week, agreeably to the example of
Christ and the apostles. With this view, I can safely predict power
and triumph for the grand scheme upon which we have entered.
Give us a Sabbath of divine appointment and backed by a sacred
precept, and victory is certain. But so sure as we lower the
controversy to one which is merely corporeal in its nature and
results, and pecuniary in its considerations, defeat is written upon
our banners, since you have taken from us all the inspiration of the
contest, and dried up the very springs of our enthusiasm and
courage.
What the final result of such discussions will be, there is little room
for doubt. That a revolution is fairly inaugurated in the minds of the
people, it is now too late to question. What remains to be done,
therefore, is simply to execute the grand purpose for which it has
been instituted.
That this cannot be accomplished by a merely negative policy, has
been illustrated too many times in history to require further
demonstration. Men, having once entered the field of conflict,
universally become less and less scrupulous in regard to the means
employed to secure the desired object. In the primary meetings of a
great movement, the voice of the conservative may be listened to
with attention and respect; but should he give expression to the
same prudent counsel upon the battle field, when the sword of the
enemy is red with the blood of his compatriots, his utterances would
be silenced in a storm of indignation such as would threaten his very
existence, and consign his name to the list of those whose fidelity
was at least questionable, and whose sympathy with the common
foe was far from being impossible.
So, likewise, with the half-way men in this incipient struggle, which
is about to throw open the gates of controversy upon one of those
religious questions which, above all others, is sure to be
characterized, first, by uncharitableness, and finally, by bitter hate
and animosity. With each advancing month, their hold upon the
confidence of their associates will grow less and less, and the
counsels of their party will come more and more fully under the
control of those positive, nervous spirits, who are swept along by
convictions so deep and strong that they will bear down everything
before them.
Nevertheless, candid reader, it is by no means certain that there may
not be much of truth in the positions assumed by the more
moderate men in the existing issue. At all events—since we have not
as yet entered into that impassioned state of the public mind from
which calm deliberation is banished by the necessity of immediate
action—let us pause here for a moment, and carefully weigh the
correctness of the suggestions presented above.
Is it worth the while to enter the lists in the approaching struggle, in
order to secure the results proposed?
I say proposed, because, of course, the result is as yet more or less
uncertain; nevertheless, we incline to the opinion that the end
desired will be substantially realized, so far as appearance is
concerned. Yet this will not be brought about in a moment, nor will it
be accomplished without a hard fight. It must, from the very
necessity of the case, be a contest which will enter, divide, and
distract families, and which will alienate a large portion of the
community from the other. But, with a united and well-drilled
ministry, on the one band, backed by the compact organization of
their respective churches, and opposed by a heterogeneous mass of
discordant elements, there can be little doubt as to final success.
First, then, let us suppose that the policy inaugurated shall be that
of the class represented above as desiring to strip the subject of its
religious garb, and to array it in the habiliments of mere policy and
temporal considerations. Are the benefits reasonably to be expected
from such a course such as would warrant the enthusiasm now
manifested by the advocates of the proposed reformation? We
believe not. In fine, so certain are we of it, that we should not
hesitate to predict immediate and perfect paralysis to their efforts,
so soon as they should inscribe this doctrine upon their banners.
How many of the gentlemen in question are really so profoundly
interested in the social status of the working-man that their zeal in
his behalf could be wrought up to the point of sacrificing time and
money, and of devoting voice and pen to the mere work of giving
him a septenary day of physical rest? What satisfaction would be
afforded them by the reflection that, as the result of legal
enactment, the carefully appointed police in our great cities should
be able to meet each other on the boundary lines of their respective
beats, on the morning of Sunday, with the accustomed salutation, All
is quiet! and cessation from labor is complete in all parts of the great
metropolis? Who would highly prize a coerced rest of this sort? What
particular gratification would be afforded to the religious world, as
they gather, in their costly churches, by the thought that the great
mass of the people were quietly sleeping, or lazily lounging in the
various places of their retirement? Certainly there is nothing in such
a state of things which offers results sufficiently desirable either to
reward them for the great sacrifices with which it would be
necessary that they should be purchased, in the first instance, or to
secure that patient continuance in vigilant perseverance which would
be required to insure the perpetuity of an order of things at once so
compulsory and so precarious. We say, therefore, that to rest the
contest upon this issue would be simply to falsify the facts. It is not
the physical consideration of rest, in any large degree, which
animates the mind and strengthens the resolve of those engaged in
the newly organized reform. No; there is something behind all this.
The informing soul, that which electrifies, stimulates, and nerves to
action, is the profound conviction that this is a religious movement;
that which is sought is the honoring of God by the observance of a
Sabbath such as is found in his word. If this be not so, if the higher
idea of Christian worship as the primary one is not paramount in this
matter, then the whole thing is a farce, from beginning to end. Not
only so; if what is sought is merely the improvement of bodily
condition, then the plan suggested is, in many cases, far from being
the best which might be offered. Take, if you please, our over-
populated cities, with the dense masses of human beings who are
there crowded together, under most unfavorable circumstances,
many of them perishing for lack of pure air, and others pale and
sickly for want of exposure to the vivifying rays of the sun, which is
continually shut out from their gaze by the massive piles of masonry
by which they are inclosed; who will not say that, leaving the
spiritual out of consideration, and setting aside the idea of the
sanctity of the day, it would be a blessing incalculably greater for
them, should provision be made whereby this should become to
them a day of recreation, while wandering amid flowers, and over
hills, and through groves, instead of one in which, either from
necessity or choice, they should still perpetuate the confinement
which has already nearly proved fatal in their cases?
Princess. She put her arm around them and they leaned against her,
but they didn’t talk, they watched with her. And more stars came out
where they looked steadily, and others came where they didn’t look,
more than they could count, all silent, to look back at them. And the
Princess was smiling to herself.—
But that didn’t suit Pat very long, it made her uneasy. First she
puckered her eyebrows, but nobody saw her; then she sighed, but
nobody noticed; then she spoke,—“What are you looking at?”
The Princess still looked, but she squeezed with her arm. “Some
people I know. Friends of a friend of mine.”
Pat didn’t understand, so she grew wary (that was one of her ways).
She twitched her shoulder, but she wouldn’t be the next to speak—
unless it were too long!
“What people, Dearie?” asked Prudence, when they had waited a
minute and the Princess didn’t speak again.
“Most illustrious, highly exalted. A king and a queen, a royal dragon,
and an indispensable little bear—wonderfolk,” ended the Princess, as
if that explained it.
“You’re looking at the stars,” said Pat-who-would-n’t-be-imposed-
upon.
“Star People, Pat. Can you guess now?”
“I think I can, Dearie. But you tell,” said Prudence.
The Princess took her arm away so she could point with it, and she
put her head down beside a dreadfully scowling little girl’s, so they
could look along and off the end of the same finger. It pointed where
five stars made a zigzag in the sky. She pointed to one after another.
 THEY WATCHED WITH HER

“Look like a ‘W,’ don’t they, Pat?—But there’s another star—very

pale—and another off here. Now, see—tipped up—so—Isn’t that a
pretty good chair? How would you like to sit there and overlook
things?”
“Cassiopeia wouldn’t let her,” said Prudence. “That’s Cassiopeia’s
Chair, Pat. She doesn’t allow any one to sit in it.”
“I don’t want to.” Pat spoke in a loud whisper.
“That is where you’re mistaken, Miss Phyllisy,” said the Princess.
“She wouldn’t mind a bit. But she is sitting there herself, this minute.”
“Really, Princess? I didn’t know that!”
“Did you ever see her out of it?” (Miss Phyllisy giggled.) “There is
one of the stars on her most loftical head. Do you see it?”
“Who said it was that?” asked Pat. Her manner was a trifle
threatening, but she was ready to be friends.
“Said what?”
“Cas—what you called it. Why did you call it that?”
“Cassiopeia’s Chair? That is what it was named long and long ago.”
“Long as Ancients?” (The Princess knew all about the Ancients,—
several kinds of them. She knew everything.)
 “Long as that,” she answered. “They’re the very ones who named the
Star People for us, saw the figures in the stars, and gave them the
names of their own gods and heroes, animals,—all sorts of queer
things. Useful lives they led, those Star People, ever after.”
“How were they useful?” asked Phyllisy.
“To the sailors, Beloveds, most of all, or any one who wants to find
his way where there’s nothing on Earth to guide him. In the middle of
the most vastest ocean or the most widest plain, all they have to do is
to look up and see where the Star People are; then they’ll know where
they are themselves, and where to go to be somewhere else. Of course
the Star People can’t help any one who doesn’t know them,” she
added.
“We don’t. We could be lost any time,” said Pat.
“You might have been once, but not after this. There’s a whole Royal
Family right before your eyes now: Queen Cassiopeia on her throne
and King Cepheus beside her and their pretty daughter, Andromeda.—
That is one of Cepheus’ stars—and there’s another.” The Princess drew
lines with her finger from the stars of the big “W” to the ones they
wanted to find. And the Others picked them out, passing from star to
star like crossing a brook, jumping from stone to stone. There were
different colors, too, to help them. The Princess saw them plainly,—
red stars and blue and yellow, and never before had the Others seen
anything but all alike and plain shining. At first they believed it only
because the Princess said so; then they began to see it themselves, but
it was still too light to see very well. And they found a few stars of
Andromeda.
“There is a beautiful young hero who belongs with them,” said the
Princess. “He’s down below the treetops now; he will come up later.
He is Perseus,—the Rescuer. He helped the Cassiopeia family out of
terrible trouble when they were all Earth People.”
“Oh!” exclaimed Phyllisy. “Perseus-and-the-Gorgon?”
“No less. A friend of yours, Miss Phyllisy?”
Miss Phyllisy nodded, and Pat twisted her eyebrow.
“Well,—she’s eleven and nine months, and I’m only nine and seven
months,” she said, just as if she were arguing something.
“I only happened to, Pat,” said Phyllisy.
 “She’ll tell you some time; then you’ll know him too,” said the
Princess. “I want to show you somebody splendid. Tip your heads up.
Do you see four stars that make a long diamond,—three brighter and
one not so bright at the point? That’s Draco’s head,—the great Dragon.
See his spiky wings lifted. His tail comes down this way. Look,—a curl,
—so.” She swung her finger around. “Isn’t he fine? Keep your eye right
on him and I’ll tell you who he is. He isn’t one of your common,
everyday dragons you meet so often.—Is your eye on him, Pat?”
Pat tipped her head up, then she tipped it down and nodded. The
Princess squeezed the young Other One, who was sleepy, in the hollow
of her arm, and began in a story-telling voice: “There was once a
young man named Jason, who had a great many adventures. One of
them was when he set out to bring home the fleece of a ram. (A ram is
a grown-up lamb, Kitten.” The Kitten made a funny little bleating
noise, like a mother-cat; but she was only partly awake.) “And this was
a golden fleece. And it hung on a tree all-by-alone, where any one
might have stolen it,—ONLY, it was guarded by a great dragon that lay
curly at the foot of the tree, and never closed his eyes, watching it. And
that was the very identical Dragon you’re looking at this minute.”
“Tell us what happened then, Dearie,—when he didn’t close his
eyes,” urged Phyllisy, after they had looked again at the Dragon.
“He did!” the Princess closed the words off—snap!—so they were
tight shut,—and the Others giggled. “Jason gave him some magic
drops that put him to sleep, and carried off the fleece.”
“What did they do to the Dragon when they found the fleece was
gone?”
“I wasn’t exactly there, Phyllisy; but you may judge by this, they
made him a Star Person to reward him because he was a good reliable
dragon until he met a Bewitchment that he couldn’t help.—And he’s
very happy there in the Sky, half surrounding the indispensable Little
Bear who carries the Sailor’s Star on the tip of his tail. He’s still
guarding something very precious, you see.”
“You haven’t told us about the indispensable little bear,” said
Phyllisy.
“Tell about little bear,” the Kitten murmured.
“Tell us,” said Pat, coaxing the Princess’s hand up and down.
The Princess didn’t answer at once. She was looking up into the
twinkly blue—very far away—as if she were forgetting the Others. At
last she spoke: “Little Bear is a very special friend and friend’s friend.
I’d rather tell you about him another time,—when he isn’t listening.”
“Can he hear?” Pat whispered it.
“Surely,—and carry messages.”
“Will he do it?”
“He did,—brought me one and took one.”
“Oh-h,—what did he say?”
The Princess laid her fingers on her lips.
“Is it secrets?” asked Phyllisy.
“Long secrets.” Her voice smiled in the dusk. “But I’ll tell you the
Word of it,—‘Faithful.’”

The Sky was dark and deep and crowded with stars. They sat very
still and mysterious while a wind came out of Beyond. They could hear
it turning back the leaves in the treetops,—saying, “H—ss-sh—” as it
passed through, and all the stars winked.—

“Wake up, Kitten!” said the Princess.

But she didn’t have to wake up entirely, for the Princess held her
hand coming back, down the rocky steps and along the paths, and her
feet walked themselves.
 II
THE SAILOR’S STAR

uite suddenly the Princess was there, at the head of the path where
four steps came down the terrace,—all silken and wonderful and
growing up into a rose at the top, that wasn’t a rose but a hat!
The Others dropped everything and ran, and she waited until they
got there and hung on her arms. And they walked around her to look at
it in the back.
“What kind of a party was it?” asked Pat.
 “They were married and lived happy ever after, and there were
bridesmaids all in a row,” said the Princess. “So there wasn’t any more
to that;—and if anybody wanted me to tell them about how the Pole
Star happened, I should say this was the most suitable time.”
“It is for us, very convenient,” said Miss Phyllisy. “We’ll come this
minute.”
They waited while the Princess gathered up her skirt where it trailed,
—soft outside, but fluffy under,—and threw it over her arm, to start
fair: One, two, three, and away!
The Kitten won, because she truly ran very fast and she looked
straight ahead, but Pat wanted to see behind at the same time, to know
if the others were gaining.
By the Shadow Pool, they two watched the Princess with Prudence
beside her—very companionable—walking the last bit of it—across the
little bridge below, then turning up the dark path on the edge of the
ravine, with trees arching over from the hillside. Looking out the other
way through a gap in the trees, they could see—like a picture in a frame
—the steps coming down the terrace and the path curving down by the
petunias, all in the sun, then dropping away out of sight into the trees
that it came out of to cross the bridge.
In here it was cool and deep shade, in tall woods on the steep
hillsides that opened out like a “V.” There were rocks with maidenhair
and moss in the banks behind; and in the point of the “V”—higher than
any one could reach—a thin waterfall came over the edge of the rock,
and fell a little way, and slid the rest into the still pool with goldfish in
it, and others that were the same color as shadows in water and
scarcely showed unless they darted across. The water went on over
another edge that was made for it, and ran away at the bottom of the
ravine,—hunting for the sea; but the fishes lived there for always.
There were seats around the pool in convenient places where a tree or
a rock made part of it and twisted wood the rest. But there was one
broad seat with a high twisted back against the rocks behind, and a
long flat rock before it for a footstool, that was stately for the Princess.
She pulled out long pins,—curious ones, carved at the top,—and the
hat that wasn’t a rose, but grew up as if it were part of her, came off
and left her altogether finished without it, with coils on top.
And because the Princess was willing, Miss Phyllisy put it on her
own head. The Shadow Pool was a mirror, so she could see if it looked
as if it were growing there, and Pat looked with her. But Pat looked
also at the back of Miss Phyllisy’s head. “It ought to be more hair—
done up,” she said. Phyllisy twisted her head to see in the pool, and she
put up her hand and felt down her hair behind; it ended in a point in
the middle of her neck,—the locks crossing in from the sides,—like a
very small duck’s tail, about an inch. The Kitten slipped her finger
under and turned up the lock, and it curved around the finger.
So Phyllisy took the hat off and they put it carefully where it
wouldn’t fall, and “would be all right, Dearie,”—and they settled down
in their most usual places: Phyllisy, where she could look into the pool
from across and see the Princess upside down; Pat, in the narrow seat
in the crotch between two trees,—but she would move to another
pretty soon, because she always did,—and the Kitten, sitting on her
foot in the seat next largest to the Princess’s.

“It is about the last, youngest Star Person of all; and how there came
to be the Pole Star,” said the Princess.
“We’ve told the Kitten what she didn’t hear, all she could
understand;—so you won’t have to plan about that,” said Prudence.
“I could understand before,” said the Kitten. “I heard, too,—myself.”
“Oh, Dearie,”—Prudence had “Dearies” to spare for others beside the
Princess,—“you were asleep, and you couldn’t be expected to
understand it all; you’re such a little girl—under seven.”
“I’m going to tell it most particularly to you, Kitten. Now, see if you
don’t,” said the Princess.
She leaned a little forward on the stately seat, her elbow on her knee,
and the silken folds fallen down on the broad stone. She looked for a
long moment, her eyes shining straight out. And then she began:—
“Once upon a time, so long ago that nobody can remember when, a
beautiful ship was sailing along under a spanking breeze with all sails
set. The name of the ship was the Jane Ellen, and she was named for
the Captain’s wife. At her prow was the figure of a mermaid, with long
waving hair; and the head of the mermaid was like the head of the
Captain’s wife. But that was when she was young. Now she sat at home
and knit; but to the Captain she looked just like the lovely mermaid,
and he kept the Jane Ellen spick and span from truck to keel,—the
finest ship afloat, as she was the best of wives.”
 ARTICLE II.

Turning from the secular phase of this subject, let us regard it for a
moment from the religious stand-point.
Is there anything in the purpose itself which is worthy of the cost at
which alone it can be realized? In other words, since the object
aimed at is ostensibly that of bringing the nation up to the point of a
general regard for the first day of the week as a Sabbath, would
such a result be one which should be profoundly desired?
We reply that this will depend altogether upon circumstances. In this
case, as in the first, mere cessation from labor on that day, which is
not prompted by a regard for the will and approval of Jehovah, could
afford no relief to a nation, which is seeking to avert divine
displeasure since there is no element in the act itself calculated to
recommend it to the favor of Heaven. To illustrate: The individual
sentenced to solitary confinement in the State’s Prison is precluded
from the possibility of laboring on the Sunday; will any one therefore
argue that there is any merit in his inaction on that day? Again: The
heathen nations, in common with the majority of the Christian world,
have many of them regarded the Sunday as a sacred day; should we
presume, therefore, that they are looked upon by the Almighty more
complacently on this account? You answer, No; and urge, as a
reason for this reply, that they have been engaged in a false
worship, and have not been actuated by any regard for the true
God. Where, then, is the line? Manifestly, right here: The men who
honor God by the keeping of any day must be prompted by the
conviction that they are doing it in strict and cheerful obedience to a
divine command.
Here, then, is the crucible in which we will try the metal of this
modern movement. If, when their grand design shall be
accomplished—as the result of many labors and toils—and, even
though before their purpose is attained, it shall be found necessary
for them to reach their object through a conflict intensely bitter and
impassioned on the part of the opposition, we shall witness the
spectacle of a nation bowing submissively to the law and will of God
in the humble and fervent observance of a weekly rest of divine
appointment, it will be the grandest triumph which history has
recorded. No treasure of gold—we were about to say no sacrifice of
life—would be too great a price to pay for so glorious a victory. Let it
be understood, however, that this must be a voluntary and intelligent
worship on the part, at least, of the mass of the people.
But will this be true, should our friends compass the great object of
their ambition? Let us inquire once more after their intentions. What
is it they advocate? The answer is, A universal regard for the first
day of the week, as the Sabbath of the Lord.
But what is the authority upon which the majority of them rest their
argument for the proposed observance? Is it merely pecuniary
advantage? No, say they, it is out of a sincere regard for the God of
Heaven, and a conscientious desire to fulfill his law. But this implies
religious duty. So far, so good. It also clearly sets forth the fact that
God has a law, and a Sabbath which it enforces. The appeal,
therefore, must inevitably be to that law, as the proper instrument
from which to instruct the people.
To that they must be brought, again and again. Its import must be
patiently taught, its sacredness must be thoroughly inculcated. Let
them but be satisfied by sound logic that the divine statute is explicit
in its demands for a strict observance of the first day of the week,
let them be thoroughly educated into the idea that they are under its
jurisdiction, and let them be instructed that this whole movement
proceeds upon this religious conviction, and you have laid a
foundation which will uphold a structure of imposing dimensions and
enduring character, the cornerstone whereof is the fear of God, and
an acknowledgment of his presence in the affairs of men. But how is
it in the case in question? Is the commandment of a nature such as
to support, in every particular, the tenets presented by the reform
under consideration? This is really the vital point. Let it speak for
itself. It is the fourth of the decalogue which is urged: “Remember
the Sabbath day, to keep it holy. Six days shalt thou labor, and do all
thy work; but the seventh day is the Sabbath of the Lord thy God: in
it thou shalt not do any work, thou, nor thy son, nor thy daughter,
thy man-servant, nor thy maid-servant, nor thy cattle, nor thy
stranger that is within thy gates: for in six days the Lord made
heaven and earth, the sea, and all that in them is, and rested the
seventh day: wherefore the Lord blessed the Sabbath day, and
hallowed it.” If this is not a Sabbath law, then there is none in
existence; for, mark it, this is the only instance in all the Scriptures in
which it will be claimed by any one that we have a positive
command for the observance of the Sabbath. So far, therefore, as
the first day of the week is concerned, its friends have this
advantage, that, if they but succeed in resting it upon this
commandment, their labor is ended; for it—i. e., the commandment
—has no rival. All that is needed, consequently, is a clear, pointed
exegesis showing that the day in question is the one, the observance
of which the divine Lawgiver has required. But, unfortunately, such
an exegesis would be beset with difficulties. To begin with, Who
shall be able to harmonize the declaration which the commandment
contains in these words, “The seventh day is the Sabbath of the Lord
thy God: in it thou shalt not do any work,” with the utterance of
those who, on the contrary, say that the first day is the Sabbath of
the Lord, and must be observed as such? The divine Lawgiver—as if
determined that there shall be no room for debate in regard to the
day which he had in his mind—has identified it in a manner such as
to leave no room for dispute. In the first place, he announces his
willingness that six days of the week should be devoted to secular
employment, “Six days shalt thou labor, and do all thy work:” then
follows the disjunctive, “but—the seventh day is the Sabbath of the
Lord thy God: in it thou shalt not do any work.” Here it is made plain
that it is the “Sabbath of the Lord” upon which we are to rest. Again,
angenommen, wie des Königs reichen Schatz. Und der König begabte die arme
Frau reichlich und nahm sich die Strafe seiner Eitelkeit wohl zu Herzen.
 Des kleinen Hirten Glückstraum.

Es war einmal ein sehr armer Bauersmann, der war in einem Dörflein Hirte,
und das schon seit vielen Jahren. Seine Familie war klein, er hatte ein Weib
und nur ein einziges Kind, einen Knaben. Doch diesen hatte er sehr frühzeitig
mit hinaus auf die Weide genommen und ihm die Pflichten eines treuen Hirten
eingeprägt, und so konnte er, als nur einigermaßen der Knabe
herangewachsen war, sich ganz auf denselben verlassen, konnte ihm die Herde
allein anvertrauen und konnte unterdessen daheim noch einige Dreier mit
Körbeflechten verdienen. Der kleine Hirte trieb seine Herde munter hinaus auf
die Triften und Raine; er pfiff oder sang manch helles Liedlein, und ließ
dazwischen gar laut seine Hirtenpeitsche knallen; dabei wurde ihm keine Zeit
lang. Des Mittags lagerte er sich gemächlich neben seine Herde, aß sein Brot
und trank aus der Quelle dazu, und dann schlief er auch wohl ein Weilchen, bis
es Zeit war, weiterzutreiben. Eines Tages hatte sich der kleine Hirte unter einen
schattigen Baum zur Mittagsruhe gelagert, schlief ein und träumte einen gar
wunderlichen Traum: Er reise fort, gar unendlich weit fort, — ein lautes
Klingen, wie wenn unaufhörlich eine Masse Münzen zu Boden fielen — ein
Donnern, wie wenn unaufhörliche Schüsse knallten — eine endlose Schar
Soldaten, mit Waffen und in blitzenden Rüstungen — das alles umkreisete,
umschwirrte, umtosete ihn. Dabei wanderte er immer zu und stieg immer
bergan, bis er endlich oben auf der Höhe war, wo ein Thron aufgebaut war,
darauf er sich setzte, und neben ihm war noch ein Platz, auf dem ein schönes
Weib, welches plötzlich erschien, sich niederließ. Nun richtete sich im Traum
der kleine Hirte empor und sprach ganz ernst und feierlich: „Ich bin König von
Spanien.“ Aber in demselben Augenblick wachte er auf. Nachdenklich über
seinen sonderbaren Traum trieb der Kleine seine Herde weiter, und des Abends
erzählte er daheim seinen Eltern, die vor der Türe saßen und Weiden
schnitzten, und wo er ihnen auch half, — seinen wunderlichen Traum, und
sprach zum Schluß: „Wahrlich, wenn ich noch einmal so träume, gehe ich fort
nach Spanien, und will doch einmal sehen, ob ich nicht König werde!“ —
„Dummer Junge,“ murmelte der alte Vater, „dich macht man zum König, laß
dich nicht auslachen!“ Und seine Mutter kicherte weidlich, und klatschte in die
Hände und wiederholte ganz verwundert: „König von Spanien, König von
Spanien!“ — Am andern Tag zu Mittag lag der kleine Hirte zeitig unter jenem
Baume, und o Wunder! derselbe Traum umfing wieder seine Sinne. Kaum hielt
es ihn bis zum Abend auf der Hut, er wäre gern nach Hause gelaufen, und
wäre aufgebrochen zur Reise nach Spanien. Als er endlich heimtrieb,
verkündete er seinen abermaligen Traum und sprach: „Wenn mir aber noch
einmal so träumt, so gehe ich auf der Stelle fort, gleich auf der Stelle.“ — Am
dritten Tage lagerte er sich denn wieder unter jenen Baum, und ganz derselbe
Traum kam zum dritten Male wieder. Der Knabe richtete sich im Traume empor
und sprach: „Ich bin König von Spanien,“ und darüber erwachte er wieder,
raffte aber auch sogleich Hut und Peitsche und Brotsäcklein von dem Lager
auf, trieb die Herde zusammen und geraden Wegs nach dem Dorfe zu. Da
fingen die Leute an, mit ihm zu zanken, daß er so bald und so lange vor der
Vesperzeit eintreibe, aber der Knabe war so begeistert, daß er nicht auf das
Schelten der Nachbarn und der eignen Eltern hörte, sondern seine wenigen
Kleidungsstücke, die er des Sonntags trug, in einen Bündel schnürte,
denselben an ein Nußholzstöcklein hing, über die Achsel nahm und so mir
nichts dir nichts fortwanderte. Gar flüchtig war der Knabe auf den Beinen; er
lief so rasch, als sollte er noch vor nachts in Spanien eintreffen. Doch erreichte
er nur an diesem Tage einen Wald, nirgends war ein Dorf oder ein einzelnes
Haus; und er beschloß, in diesem Wald in einem dichten Busch sein Nachtlager
zu suchen. Kaum hatte er aber zur Ruhe sich niedergelegt und war
entschlummert, als ein Geräusch ihn wieder erweckte: es zog eine Schar
 Managerial Decision Making •

• Managers’ searches for alternatives are limited because of human,

information, and resource constraints.

• Most managers settle for a satisficing rather than a maximizing solution.

2. Intuition

a. Intuition is another aspect of administrative decision making. Intuition

represents a quick apprehension of a decision situation based on past experience
but without conscious thought. Intuitive decision making is not arbitrary or
irrational because it is based on years of practice and hands-on experience.

b. Intuition begins with recognition; when people build a depth of experience and
knowledge in a particular area, the right decision often comes quickly and
effortlessly. Research on the validity of intuition in decision making is
inconclusive, suggesting that managers should take a cautious approach to it,
applying intuition only under the right circumstances and in the right way.

Discussion Question #9: Can intuition and evidence-based decision making coexist as valid
approaches within an organization? How might managers combine their intuition with a
rational, data-driven, evidence-based approach?

NOTES________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

C. The Political Model

1. This model is for nonprogrammed decisions when conditions are uncertain,

information is limited, and there is disagreement about the goals to pursue or the
action to take. Managers often engage in coalition building for making complex
organizational decisions. A coalition is an informal alliance among managers who
support a specific goal. Coalition building is the process of forming alliances among
managers. The inability of managers to build coalitions often makes it difficult or
impossible for them to get their decisions implemented. The political model closely
resembles the real environment in which most managers and decision makers operate.
The political model begins with four basic assumptions.

a. Organizations are made up of groups with diverse interests, goals, and values.

b. Information is ambiguous and incomplete.

c. Managers do not have time, resources, or mental capacity to identify all

dimensions of the problem and process all relevant information.

d. Managers engage in the push and pull of debate to decide goals and discuss
alternatives.

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 Managerial Decision Making •

2. Recent research has found rational, classical procedures to be associated with high
performance for organizations in stable environments. Administrative and political
decision-making procedures and intuition have been associated with high
performance in unstable environments when decisions must be made rapidly.

Discussion Question #4: Analyze three decisions you made over the past six months. Which of
these were programmed and which were nonprogrammed? Which model—the classical,
administrative, or political—best describes the approach you took to making each decision?

NOTES________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

III. DECISION-MAKING STEPS Exhibit 6.3

Whether a decision is programmed or nonprogrammed, and regardless of whether the manager

follows the classical, political or administrative model of decision making, six steps typically are
associated with effective decision-making processes. These six steps are:

A. Recognition of Decision Requirement

1. Managers confront a decision requirement in the form of either a problem or an

opportunity. A problem occurs when organizational accomplishment is less than
established goals. Some aspect of performance is unsatisfactory. An opportunity
exists when managers see potential accomplishments that exceed current goals.

2. Awareness of a problem or opportunity is the first step in the decision-making

sequence and requires surveillance of the internal and external environment for issues
that merit executive attention. Recognizing decision requirements is difficult because
it often means integrating information in novel ways.

B. Diagnosis and Analysis of Causes

1. Diagnosis is the step in which managers analyze the underlying causal factors
associated with the decision situation. Managers make a big mistake if they jump
right into generating alternatives without first exploring the cause of the problem
more deeply. Studies recommend that managers ask a series of questions to specify
underlying causes, including:

a. What is the state of disequilibrium affecting us?

b. When did it occur?

c. Where did it occur?

d. How did it occur?

e. To whom did it occur?

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Managerial Decision Making •

f. What is the urgency of the situation?

g. What is the interconnectedness of events?

h. What result came from which activity?

C. Development of Alternatives

1. Once the problem or opportunity has been recognized and analyzed, decision makers
begin to consider taking action. The next step is to develop possible alternative
solutions that will respond to the needs of the situation and correct the underlying
causes.

2. For a programmed decision, feasible alternatives are often available within the
organization’s rules and procedures. Nonprogrammed decisions require developing
new courses of action that will meet the needs of the company.

D. Selection of the Desired Alternative

1. The best alternative is one in which the solution best fits the firm’s overall goals and
values and achieves the desired results using the fewest resources. The manager tries
to select the choice with the least amount of risk and uncertainty. Making choices
also depends on managers’ personality factors and willingness to accept risk and
uncertainty. Risk propensity is the willingness to undertake risk with the
opportunity of gaining an increased payoff.

E. Implementation of Chosen Alternative Exhibit 6.4

1. The implementation stage involves the use of managerial, administrative, and

persuasive abilities to ensure that the chosen alternative is carried out. The success of
the chosen alternative depends on whether or not it is translated into action.
Sometimes an alternative never becomes reality because managers lack resources or
energy needed to make things happen. Communication, motivation, and leadership
skills must be used to see that the decision is carried out.

F. Evaluation and Feedback

1. In the evaluation step, decision makers gather information or feedback to determine

how well the decision was implemented and whether it achieved its goals. Feedback
is important because decision making is a continuous, never-ending process.
Feedback provides decision makers with information that can start a new decision
cycle.

2. By learning from decision mistakes, managers can turn problems into opportunities.

Discussion Question #1: You are a busy partner in a legal firm, and an experienced
administrative assistant complains of continued headaches, drowsiness, dry throat, and
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 Managerial Decision Making •

occasional spells of fatigue and flu. She tells you she believes that the air quality in the building
is bad and would like something to be done. How would you respond?

NOTES________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

IV. PERSONAL DECISION FRAMEWORK Exhibit 6.5

Not all managers make decisions in the same way. These differences can be explained by the
concept of personal decision styles. Personal decision style refers to differences between people
with respect to how they perceive problems and make decisions. Research has identified four
major decision styles.

• The directive style is used by people who prefer simple, clear-cut solutions to problems.
• With an analytical style, managers like to consider complex solutions based on as much data
as they can gather.
• People who tend toward a conceptual style also like to consider a broad amount of
information.
• The behavioral style is characterized by having a deep concern for others as individuals.

Most managers have a dominant decision style. The most effective managers are able to shift
among styles as needed to meet the situation.

Discussion Question #10: What do you think is your dominant decision style? Is your style
compatible with group techniques such as brainstorming and engaging in rigorous debate?
Discuss.

NOTES________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

V. WHY DO MANAGERS MAKE BAD DECISIONS?

Even the best manager will make mistakes, but managers can increase their percentage of good
decisions by understanding some of the factors that cause people to make bad ones. Most bad
decisions are errors in judgment that originate in the human mind’s limited capacity and in the
natural biases managers display during decision making. Awareness of the following six biases
can help managers make more enlightened choices:

• Being influenced by initial impressions. The mind often gives disproportionate weight to the
first information it receives when considering decisions. These initial impressions act as an
anchor to subsequent thoughts and judgments. Past events and trends also act as anchors.
Giving too much weight to the past can lead to poor forecasts and misguided decisions.

• Justifying past decisions. People don’t like to make mistakes, so they continue to support a
flawed decision in an effort to justify or correct the past.

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Managerial Decision Making •

• Seeing what you want to see. People frequently look for information that supports their
existing instinct or point of view and avoid information that contradicts it, affecting where
they look for information as well as how they interpret the information they find.

• Perpetuating the status quo. Managers may base decisions on what has worked in the past
and fail to explore new options, dig for additional information, or investigate new
technologies.

• Being influenced by emotions. Managers make better decision when—to the extent
possible—they take emotions out of the decision-making process.

• Overconfidence. Most people overestimate their ability to predict uncertain outcomes. Before
making a decision, managers have unrealistic expectations of their ability to understand the
risk and make the right choice.

VI. INNOVATIVE DECISION MAKING

A. Start with Brainstorming

1. One of the best known techniques for rapidly generating creative alternatives is
brainstorming. Brainstorming uses a face-to-face group to spontaneously suggest a
broad range of alternatives for decision making. The keys to effective brainstorming
are that people can build on one another’s ideas, all ideas are acceptable no matter
how crazy they seem, and criticism and evaluation are not allowed. The goal is to
generate as many ideas as possible.

2. Electronic brainstorming, called brainwriting, brings people together in an

interactive group over a computer network. Recent studies show that electronic
brainstorming generates about 40 percent more ideas than individual brainstorming
alone and 25 to 200 percent more than groups.

B. Use Hard Evidence

1. Using evidence can help take emotion out of decision-making process, preventing
managers relying on faulty assumptions or point of view.

2. Evidence-based decision making means a commitment to make more informed and

intelligent decisions based on the best available facts and evidence. Managers should
be alert to potential biases, past assumptions, or intuitions and seek and exam the
evidence with rigor, thus making careful and thoughtful decision.

C. Engage in Rigorous Debate

An important key to better decision making under conditions of uncertainty is to

encourage a rigorous debate of the issue at hand. Good managers recognize that
constructive conflict based on different points of view can focus a problem, clarify ideas,
and stimulate creative thinking. It can also create a broader understanding of issues and
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 Managerial Decision Making •

alternatives, and improve broader decision quality. There are several ways to stimulate
rigorous debate.

a. One way is by ensuring diversity in terms of age and gender, functional area of
expertise, hierarchical level, and experience with the business.

b. Some groups assign a devil’s advocate, who has the role of challenging the
assumptions and assertions made by the group.

c. Another approach is to have group members develop as many alternatives as they

can as quickly as they can.

d. Another approach is technique called point-counterpoint, a technique in which

two subgroups assigned competing points of view. The two groups then develop
and exchange proposals and discuss the various options until they arrive at a
common set of understandings and recommendations.

D. Avoid Groupthink

Avoiding groupthink helps groups make better decisions. Groupthink refers to the
tendency of people in groups to suppress contrary opinions. When people slip into
groupthink, the desire for harmony outweighs concerns over decision quality. Group
members emphasize maintaining unity rather than realistically challenging problems and
alternatives. Some disagreement and conflict is much healthier than blind agreement.

E. Know When to Bail

In a fast-paced environment, good manager encourages risk taking and learning from
mistakes, it also teaches a person to know when to pull the plug on something that isn’t
working. Escalating commitment means that organizations often continue to invest
time and money in a solution despite strong evidence that it is not appropriate to do so.
Managers might block or distort negative information because they don’t want to be
responsible for a bad decision, or might not accept that their decision is wrong.

F. Do a Postmortem

To improve decision making, managers need to reflect and learn from every decision they
make.

1. A technique many companies have adopted from the U.S. Army to encourage
examination of the evidence and continuous learning is the after-action review, a
disciplined procedure whereby managers invest time to review the results of decision
on a regular basis and learn from them. After implementing the decision, managers
meet to evaluate what worked, what didn’t, and how to do things better. Many
problems are solved by trial and error.

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 Managerial Decision Making •

2. A similar technique was applied by managers at Lenovo called fu pan, which means
“replaying the chess board,’ reviewing every move to improve the next one.

Answers To End Of Chapter Discussion Questions

1. You are a busy partner in a legal firm and an experienced administrative assistant complains
of continued headaches, drowsiness, dry throat, and occasional spells of fatigue and flu. She
tells you she believes that the air quality in the building is bad and would like something to
be done. How would you respond?

Students should apply the decision-making steps to solve this problem. The first step is
recognition of decision requirement. The manager must determine if there truly is a problem
with the air quality that needs to be solved. Discussions with others and, if warranted, testing
the air quality should help make this determination. If a problem does indeed exist, the next
step is the diagnosis and analysis of the causes of the poor air quality. The testing may reveal
this. If needed, further tests by experts in the field should be made to determine the cause.
Once the cause has been determined, the development of alternatives to eliminate the cause
should be developed. The selection of desired alternatives is the next step during which the
risk must be considered and the pros and cons of each alternative must be weighed. After an
alternative has been chosen, the chosen alternative should be implemented. After an
appropriate time evaluation of the alternative should be made and feedback provided.

2. Managers at Gap Inc., a once- popular retail chain, are reported to have made a series of
decisions that hurt the company: they expanded so rapidly that the chain lost touch with
customers; they tried to copy the successful approach of rivals rather than charting their own
course; they cut quality to reduce costs; they shifted from one fashion approach to another as
each failed to appeal to customers, and so on. What techniques would you recommend Gap
managers use to improve the quality of their decisions?

Decision making is especially important to effectiveness because it underlies all manager

activity. Managers are faced with limited resources, competing demands, and a continuous
stream of problems and opportunities. As a result, managers make decisions every day—and
hence are often referred to as decision makers. They make decisions about virtually every
aspect of an organization including its strategy, structure, control systems, innovations, and
human resources. They must make decisions to perform the basic functions of planning,
organizing, motivating, and controlling. Managerial decision making ultimately determines
how well the organization solves its problems, allocates resources, and accomplishes its
objectives.

Some of the techniques that the managers of Gap can use to improve the quality of their
decisions may include:
a. Start with brainstorming
b. Use hard evidence
c. Engage in rigorous debate
d. Avoid groupthink
e. Know when to bail
© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
 Managerial Decision Making •

f. Do a postmortem

3. Explain the difference between risk and ambiguity. How might decision making differ for a
risky versus an ambiguous situation?

Risk means that the decision maker has most of the necessary information. The objectives of
the decision are clear-cut, and alternatives can be identified. However, the future outcome of
each alternative is not known for certain, although the probability of outcomes can be
calculated, which is the source of risk. Ambiguity means the almost complete absence of
information pertaining to a decision. Managers do not agree on the objectives to be achieved
by the decision, alternatives are difficult to find, and outcomes cannot be predicted.

Decision-making approaches differ considerably for each situation. For decisions under risk,
a rational, calculative approach is preferred. The managers’ responsibility is to obtain the
available information and run necessary computations in order to predict outcomes and select
the best alternative. Decisions under ambiguity are more difficult. In these cases managers
do not have sufficient information to perform computations. They must rely on personal
judgment and experience to define alternatives and to anticipate possible outcomes of each
alternative. Under ambiguity, managers have to take a chance and push ahead with
decisions, even though they have poor information and will be wrong a substantial
percentage of the time.

4. Analyze three decisions you made over the past six months. Which of these were
programmed and which were nonprogrammed? Which model—the classical, administrative,
or political—best describes the approach you took to making each decision?

A programmed decision would refer to a situation that has occurred often enough so that a
student can use past experience and similar decision rules over and over again. Programmed
decisions are considered routine. A nonprogrammed decision would refer to a novel,
unique, and largely unstructured decision situation that requires a student to search for
possible alternatives and information and to make a decision that has not been made
previously.

An example of a programmed decision might be where to go to lunch or where to park the

car. A nonprogrammed decision could be the choice of a major field of study, a decision that
the student may have made after taking aptitude tests and investigating a number of career
choices. Although the student may already be studying for the chosen career field, whether
the decision was correct still may not be perfectly clear.

The specific decisions students choose, and the decision-making processes they used, will
determine their answers to the last part of this question, but they should be able to explain
why they believe a particular model best describes their approach.

5. What opportunities and potential problems are posed by the formation of more than one
coalition within an organization, each one advocating a different direction or alternatives?
What steps can you take as a manager to make sure that dueling coalitions result in
constructive discussion rather than dissension?

© 2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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