University of subway answer key

College of Administrative and Financial Sciences Assignment 2 Principles of Management (MGT101) Deadline: End of Week 11 (14/11/2020 @ 23:59) Course Name: Principles of Management Course Code: MGT101 Student’s Name: Semester: 1st CRN: Student’s ID Number: Academic Year: 1441/1442 H, 1st Term For Instructor’s Use only Instructor’s Name: Students’ Grade: /5 Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY • This assignment is an individual assignment. • Due date for Assignment 2 is by the end of Week 11 (14/11/2020). • The Assignment must be submitted only in WORD format via allocated folder. • Assignments submitted through email will not be accepted. • Students are advised to make their work clear and well presented. This also includes filling your information on the cover page. • Students must mention question number clearly in their answer. • Late submission will NOT be accepted. • Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions. • All answered must be typed using Times New Roman (size 12, doublespaced) font. No pictures containing text will be accepted and will be considered plagiarism). Submissions without this cover page will NOT be accepted. Assignment Workload: • This Assignment comprise of a short Case. • Assignment is to be submitted by each student individually. Assignment Purposes/Learning Outcomes: After completion of Assignment-2 students will able to understand the LO 1. Identify and explain the concept of management, functions, roles and skills of a manager (Lo1.1) LO 6. Apply knowledge and function effectively on teamwork activities, management skills to create a development plan (Lo3.4) Assignment-2 • Please read the case “New York’s Subway System Is Crumbling” on Page number 277, Chapter 7 – “Individual & Group Decision Making” available in your textbook/e-textbook “Management: A Practical Approach” 9th edition by Kinicki, A., & Williams, B., and answer the following questions: Assignment Question(s): (Marks 5) 1. What is the underlying problem in this case from NYCTA President Andy Byford’s perspective? (2marks) 2. What barriers to decision making were prevalent before Byford’s arrival? Explain. (1.5 marks) 3. Which Nonrational decision making model does Byford employ? How? (1.5 marks) Answers: 1. 2. 3. Understanding the Chapter: What Do I Know? 1. What are the steps in rational decision making? 6. Describe the four general decision-making styles. 2. What are two models of nonrational decision making? 7. How does artificial intelligence support human decision making? 3. What are four ethical questions a manager should ask when evaluating a proposed action to make a decision? 8. Can you name the nine common decision-making biases? 4. Competitors using analytics have what three key attributes? 9. What are the advantages and disadvantages of group decision making? 5. What is Big Data? 10. What are four group problem-solving techniques? Management in Action New York’s Subway System Is Crumbling With 472 stations, the New York City subway system is the largest in the world, with a long and rich history. The system was first established in 1904 in the borough of Manhattan, before expanding to Brooklyn, Queens, and the Bronx by 1915. The Metropolitan Transportation Authority (MTA) oversees its 27 subway lines.183 Subway ridership had grown to 5.7 million daily passengers in 2017, double the number two decades earlier. The level of service and quality, however, has not kept up. Tunnels and track routes are crumbling. Signal problems and equipment failures have doubled between 2007 and 2017, and the system has the worst on-time performance of any major rapid transit system in the world. These problems are not due to acts of nature like a flood. Rather, decades of poor decision making seems to be a key cause, according to The New York Times.184 Let’s take a closer look at what’s been plaguing the Empire State’s transit system. THE BIG APPLE’S TRANSIT PROBLEM The derelict state of the New York City subway system is partly due to poor decision making by the MTA and other state-level government officials. Some decisions were made for political reasons or based on decisionmaking biases, and sometimes officials simply refused to make a decision at all. This type of governmental dysfunction is not out of the ordinary, but it is surprising given the number of people who rely on the subway daily to get around. Politics was the first problem with the city’s decision making. The MTA decided in 2008 to renovate stations by installing glass domes and mirrors. These cosmetic improvements were to be made in the home district of New York’s then Assembly speaker. The Times reported that the Assembly speaker demanded the project be 276 PART 3 Planning completed; otherwise, MTA’s budget would be vetoed. The project cost $1.4 billion (more than the annual budget of the entire Chicago rapid transit system).185 Not a penny was spent on signals or tracks, which are vital to keep the trains running safely and on time. The executive director of TransitCenter told amNewYork that there “has been sort of the lack of accountability in Albany and the continual depletion of resources from the MTA and misprioritization on cosmetics instead of the nuts and bolts of actually running the system reliably.”186 The MTA tried to minimize future political decision making by assembling an independent Transportation Reinvention Commission in 2014 to study the city’s deteriorating system. The Commission was made up of successful transportation leaders from all over the world. It provided seven strategies to rehabilitate the subway system, including capacity expansion, a dedicated transportation fund, and congestion pricing.187 You might imagine that the Commission’s findings then provided a starting point for the MTA’s future decisions.