work should be in your own words & Full answer.

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): 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) in its crumbling infrastructure, but state leaders upon his arrival in Canada. Byford had been looking instead ordered the MTA to bail out state-run ski for, in the short term. quick wins." Byford understood resorts. The New York Daily News reported that in that a reputation for indecisiveness doesn't bode well 2013 around $5 million was sent to the Olympic for a new leader. "That's the basic thing any new Regional Development Authority, which operates the manager does: they come in and want to be seen as state ski resorts. doing something...said the activist. The ques. Lawmakers and transportation advocates ques tion is whether Byford can duplicate Toronto's suc- tioned the decision to bail out ski resorts when the sub cess with the New York City's subway system, which way system urgently needed attention. A state senator is four times bigger than Toronto's. told the Daily News, "The MTA needs more money, not Byfond doesn't just make decisions for the sake of less. It's having enough trouble funding its own needs. expediency in pursuit of quick wins. He first wants to I don't see why we'd be sending MTA resources to Stady the New York subway system by riding it to ski slopes. The MTA does not oversee state-run ski work every day. He believes this experience will garner resorts, but it sent the money anyway. The agency's useful feedback from commuters and MTA employ. board hired a law firm to investigate the decision. It ces. Byford cultivated this hands-on style in Toronto, was found to be legal, but the board still labeled it as where he once spent hours navigating the subway in a inappropriate wheelchair with a member of the system's accessibil- ity forum. This experience provided him useful IT'S IN THE DATA! insights about the challenges faced by those who have Why all these poor decisions? One reason is that lead a mobility impairment. Gathering first-hand informa- ers may not have been utilizing data to support their tion meant he could make more informed decisions to actions. For example, the MTA's sloppy data collec their benefit tion prevented it from adopting congestion pricing a The new NYCTA chief's style seems to be making strategy of increasing fares during times of peak rider an impact at the MTA as well. His influence stems ship (similar to Uber's "surge pricing). Supporters of from serving on the 2014 MTA Transportation congestion pricing told CBS News that this scheme Reinvention Commission. In that role. Byford was able would address gridlock and raise money for mass tran to help convince the agency to halt the $1 billion mod- sit. Skeptics of congestion pricing included Bill de ernization project it had slated for summer 2018 Blasio, New York City's mayor. De Blasio believed because it did not address urgent needs. Not everyone congestion pricing in general was a burden on middle is in agreement with halting the project, though, includ- class and low-income commuters. These conflicting ing the MTA chairman. He argues that fresh paint, bet views, coupled with a lack of evidence to support an ter lighting and working MetroCard machines are ideal solution may have led to indecision on fare more about safety, not luxury price increases Byford doesn't seem to be a fan of cosmetic make All these issues have made the subway situation so overs. He told The Wall Street Journal that. "We've got bad that New York's governor declared a state of to get the basics right, day in, day out. These basics emergency for the system in 2017.3 Riders also include service reliability. Byford plans to shake up the made declarations of their own. A group of them al agency's workforce, processes, and infrastructure in a lied at the State Capitol in Albany in 2018. The protes new plan to be released in late 2018. The plan will not tors, representing subway riders, told am New York they be centered solely on his views though. Byford wants to were "desperate for change and that state legislators engage city board members in the process as well. This could not leave Albany without approving new fund way, even if they don't agree with his plans in the end, ing for the system. New Yorkers' patience had they won't feel shut out of the process reached its end. Byford most effectively balance time and discussion if he wants to get past the indecisiveness of his prede- A NEW DECISION MAKER cessors. The Journal reports that it could take up to 40 ENTERS THE PICTURE years to modernize the subway's signal system. Byford Andy Byford became head of the New York City wants to speed the process up, but not at anycost. For Transit Authority (NYCTA) in January 2018. The cuample, an MTA spokesman mentioned in 2018 that NYCTA is the division of the MTA that oversees the wireless technology might speed up modernization New York City subway and bus systems. Byford came efforts. Byford was cautious though. "I would need to from the Toronto transit system, where he executed a be convinced that an alternative is viable because we five-year modernization plan. The plan significantly don't have the time to waste going down a blind alley." improved the subway system, and Toronto earned he says. "outstanding public transit system of the year in Will Byford's decision-making style put the subway 2017. A Toronto transit activist told the Guardian that ystem back on track? Individual Grup Decision Making CHAPTER 277 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): 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) in its crumbling infrastructure, but state leaders upon his arrival in Canada. Byford had been looking instead ordered the MTA to bail out state-run ski for, in the short term. quick wins." Byford understood resorts. The New York Daily News reported that in that a reputation for indecisiveness doesn't bode well 2013 around $5 million was sent to the Olympic for a new leader. "That's the basic thing any new Regional Development Authority, which operates the manager does: they come in and want to be seen as state ski resorts. doing something...said the activist. The ques. Lawmakers and transportation advocates ques tion is whether Byford can duplicate Toronto's suc- tioned the decision to bail out ski resorts when the sub cess with the New York City's subway system, which way system urgently needed attention. A state senator is four times bigger than Toronto's. told the Daily News, "The MTA needs more money, not Byfond doesn't just make decisions for the sake of less. It's having enough trouble funding its own needs. expediency in pursuit of quick wins. He first wants to I don't see why we'd be sending MTA resources to Stady the New York subway system by riding it to ski slopes. The MTA does not oversee state-run ski work every day. He believes this experience will garner resorts, but it sent the money anyway. The agency's useful feedback from commuters and MTA employ. board hired a law firm to investigate the decision. It ces. Byford cultivated this hands-on style in Toronto, was found to be legal, but the board still labeled it as where he once spent hours navigating the subway in a inappropriate wheelchair with a member of the system's accessibil- ity forum. This experience provided him useful IT'S IN THE DATA! insights about the challenges faced by those who have Why all these poor decisions? One reason is that lead a mobility impairment. Gathering first-hand informa- ers may not have been utilizing data to support their tion meant he could make more informed decisions to actions. For example, the MTA's sloppy data collec their benefit tion prevented it from adopting congestion pricing a The new NYCTA chief's style seems to be making strategy of increasing fares during times of peak rider an impact at the MTA as well. His influence stems ship (similar to Uber's "surge pricing). Supporters of from serving on the 2014 MTA Transportation congestion pricing told CBS News that this scheme Reinvention Commission. In that role. Byford was able would address gridlock and raise money for mass tran to help convince the agency to halt the $1 billion mod- sit. Skeptics of congestion pricing included Bill de ernization project it had slated for summer 2018 Blasio, New York City's mayor. De Blasio believed because it did not address urgent needs. Not everyone congestion pricing in general was a burden on middle is in agreement with halting the project, though, includ- class and low-income commuters. These conflicting ing the MTA chairman. He argues that fresh paint, bet views, coupled with a lack of evidence to support an ter lighting and working MetroCard machines are ideal solution may have led to indecision on fare more about safety, not luxury price increases Byford doesn't seem to be a fan of cosmetic make All these issues have made the subway situation so overs. He told The Wall Street Journal that. "We've got bad that New York's governor declared a state of to get the basics right, day in, day out. These basics emergency for the system in 2017.3 Riders also include service reliability. Byford plans to shake up the made declarations of their own. A group of them al agency's workforce, processes, and infrastructure in a lied at the State Capitol in Albany in 2018. The protes new plan to be released in late 2018. The plan will not tors, representing subway riders, told am New York they be centered solely on his views though. Byford wants to were "desperate for change and that state legislators engage city board members in the process as well. This could not leave Albany without approving new fund way, even if they don't agree with his plans in the end, ing for the system. New Yorkers' patience had they won't feel shut out of the process reached its end. Byford most effectively balance time and discussion if he wants to get past the indecisiveness of his prede- A NEW DECISION MAKER cessors. The Journal reports that it could take up to 40 ENTERS THE PICTURE years to modernize the subway's signal system. Byford Andy Byford became head of the New York City wants to speed the process up, but not at anycost. For Transit Authority (NYCTA) in January 2018. The cuample, an MTA spokesman mentioned in 2018 that NYCTA is the division of the MTA that oversees the wireless technology might speed up modernization New York City subway and bus systems. Byford came efforts. Byford was cautious though. "I would need to from the Toronto transit system, where he executed a be convinced that an alternative is viable because we five-year modernization plan. The plan significantly don't have the time to waste going down a blind alley." improved the subway system, and Toronto earned he says. "outstanding public transit system of the year in Will Byford's decision-making style put the subway 2017. A Toronto transit activist told the Guardian that ystem back on track? Individual Grup Decision Making CHAPTER 277