Management Analysis & Decision MakingCategory: Collaborative Objective Test & Team Performance (Role Play)
Type: Individual or Team
Two (2) parts: an objective test and interactive role play or presentation. A 60-minute objective test will be administered onsite at the NLC. Team competitors will take one (1) objective test collaboratively.
Objective Test Competencies: Business Policies/Strategic Management; Management Information Systems; Organization Behavior; Organizational theory; Production/Operations Management
Case: An interactive role play situation that may include organizational behavior and theory, management principles, operations management, business policies, etc.
- Two (2) 4"x6" note cards will be provided to each competitor and may be used during event preparation and performance. Information may be written on both sides of the note cards. Note cards will be collected following the presentation.
- No additional reference materials allowed.
- Turn off all electronic devices.
- Individuals/teams should introduce themselves, describe the situation, make their recommendations, and summarize their cases.
- If participating as a team, all team members are expected to actively participate in the performance.
- All questions raised in the case must be addressed during the presentation.
- Objective test scores will be used to break a tie.
- Financial calculators may be used for accounting, finance, and analysis & decision making events; calculators will be provided for all other events.
- Final performances are not open to conference attendees.
- Five (5) points are deducted if competitors do not follow the dress code.
- Five (5) points may be deducted for not following guidelines.
Fifteen (15) competitors/teams—or an equal number from each section in the preliminary round—will advance to the final round. When there are more than five sections of preliminary performances for an event, two competitors/ teams from each section will advance to the final round.
In the case of team events, all team competitors are expected to actively participate in the performance.
Competitors cannot be replaced or substituted after the name change deadline of 11:59 p.m. Eastern Time on the first Friday in June.
All competitors must comply with the FBLA‑PBL dress code.
Prejudged materials and résumés will not be returned.
- Internet access will be provided for:
- Computer Animation
- Forensic Accounting
- Global Analysis & Decision Making
- Mobile Application Development
- Network Design
- Social Media Challenge
- Website Design
- Internet access may not be WiFi, so competitors should plan appropriately when selecting laptops/tablets on which to present.
- All competitors in accounting, finance, and analysis & decision making events may bring and use financial calculators.
- Demonstrate excellent verbal communication.
- Display effective decision-making and problem-solving skills.
- Express self-confidence and poise.
- Work well as a team when applicable.
- Exhibit logic and systematic understanding.
- Conduct a professional business presentation.
- Answer questions effectively (when applicable).
Penalty Points Deducted by Judges
- Five (5) points are deducted if competitors do not follow the dress code.
- Five (5) points may be deducted for presentations over the allotted time.
- Five (5) points may be deducted for not following guidelines.
- Preliminary and final performances are not open to conference attendees.
- Recording performances is prohibited.
- All electronic devices must be turned off.
- All attendees must follow the dress code and wear their name badges; however, the badge may be removed when presenting.
- All attendees are requested to remain quiet while in competitive event areas.
The general event guidelines below are applicable to all national competitive events. Please review and follow these guidelines when competing at the national level. When competing at the state level, check the state guidelines since they may differ.
- Dues: Competitors must have paid PBL national and state dues by 11:59 p.m. Eastern Time on April 15 of the current school year.
- NLC Registration: Participants must be registered for the NLC and pay the national conference registration fee in order to participate in competitive events.
- Deadlines: The state chair, or designee, must register each state competitor on the official online entry forms by 11:59 p.m. Eastern Time on the second Friday in May.
- Each state may submit three (3) individuals in all events requiring only objective tests and two (2) individuals or teams for all events that require a pre-judged or performance component.
- Each competitor can compete in two (2) events.
- Each competitor must compete in all parts of an event for award eligibility.
- A team shall consist of two or three members. Exceptions are Parliamentary Procedure which must be a team of four or five members, and LifeSmarts which must be a team of two members.
Competitors are not permitted to compete in an event more than once at the NLC unless one of the following circumstances applies:
- Modified Events: A competitor may compete in the same event when the event is modified. Note, if the only modification is a name change, competitors may not compete in the renamed event.
- Team Events: One (1) competitor of the team may have competed in the same event at one (1) previous NLC; however, they may not compete more than twice in the event at the national level.
- Chapter Events: Competitors may compete in a chapter event more than once (Community Service Project).
- Individual Entry: A competitor who competed as an individual entry in a team event at the national level may compete in the same event a second time as part of a team, but not a second time as an individual.
- Parliamentary Procedure: Two (2) competitors of the team may have competed in this event at a previous NLC; however, they may not compete more than twice at the national level.
- Pilot Event: Competition in a pilot event does not disqualify a competitor from competing in the same event if it becomes an official competitive event. The participant may compete in another event as well as a pilot event.
- Objective Tests: Ties are broken by comparing the correct number of answers to the last 10 questions on the exam. If a tie remains, the competitor who completed the test in a shorter amount of time will place higher. If this does not break the tie, answers to the last 20 questions will be reviewed and determine the winner.
- Objective and Production Tests: The production test scores will be used to break a tie.
- Objective Tests and Performances: The objective test score will be used to break a tie based on the tie-breaking criteria of objective tests.
- Reports/Projects and Performances: The report/project scores will be used to break a tie.
- Performances: Judges must break ties and all judges’ decisions are final.
- State chair/adviser must register all competitors for NLC competitive events online by 11:59 p.m. Eastern Time on the second Friday in May.
- All prejudged components (reports, websites, projects, statement of assurance) must be received by 11:59 p.m. Eastern Time on the second Friday in May.
- All prejudged projects and reports must be submitted electronically.
- All Statements of Assurance must be submitted online.
- All production tests must be received at FBLA-PBL by 11:59 p.m. Eastern Time on the third Friday in May.
- Desktop Publishing—the finished product must be uploaded in PDF format by 11:59 p.m. Eastern Time on the third Friday in May. Label all documents with the event title, competitor’s name, state, and school.
- All production tests must be uploaded online.
- State chair/adviser may make name changes only (no additional entries) by 11:59 p.m. Eastern Time on the first Friday in June. Competitor drops are the only changes allowed after this date and onsite.
The number of competitors will determine the number of winners. The maximum number of winners for each competitive event is 10. Only one (1) award is given to the schools competing in chapter events (Community Service Project and Local Chapter Annual Business Report).
- Financial calculators may be brought to objective testing and used for any accounting, finance, or analysis & decision making events.
- Certain events may allow the use of additional materials. Please refer to event guidelines.
Americans with Disabilities Act (ADA)
FBLA‑PBL meets the criteria specified in the Americans with Disabilities Act for all participants who submit a special needs form.
Recording of Presentations
No unauthorized audio or video recording devices will be allowed in any competitive event. Participants in the performance events should be aware the national association reserves the right to record any performance for use in study or training materials.
Graduate students may compete in all PBL events.
Sample Practice Materials
2. Define and frame complex issues using structured decision-making models.
3. Apply systems thinking and strategic planning to problem or issue.
4. Discuss different decision-making styles, group decision making, the management of creative people, and techniques to maximize the effectiveness of decision making.
5. Define strategic management and discuss strategic management concepts, research, and theories.
6. List the steps in strategic management.
7. Define strategic planning, describe the strategic planning process, and describe the elements of a strategic plan.
8. Develop an understanding of the role of corporate governance in strategic management.
9. Describe tools used for analysis and planning.
10. Define SWOT analysis and explain the role of SWOT analysis in strategic planning.
11. Explain the concept of competitive advantages and illustrate how distinctive competencies and positional advantage create superior value.
12. Explain the concept of competitive advantages and illustrate how distinctive competencies and positional advantage create superior value.
13. Explain Porter’s the three generic strategies of cost leadership, differentiation, and focus.
14. Describe the characteristics/features of business policies.
15. Define policy and give the difference between policy and strategy
16. Discuss how specific organizational policies and procedures influence a specific work situation.
2. Identify the principal characteristics and components of businesses as information systems.
3. Identify the different information levels of a typical organization.
4. Utilize the different styles and types of business forms.
5. Develop decision trees, flowcharts, and system charts to demonstrate their importance in understanding the business system and flow of information.
6. Describe the methods used to choose the best system available.
7. Describe typical system requirement (e.g., inputs, processes, and outputs).
8. Describe when and how to use data collection techniques
9. Describe the advantages of structured and object oriented design and development.
10. Give examples of an information strategy.
11. Use information management techniques, data analysis, and strategies to assist in decision making.
12. Define control, its role and importance, and identify the steps of the control process.
13. Cite the principles of effective delegating and directing.
14. Explain the concept of authority, delegation, responsibility, and accountability as a requirement of any managerial position.
15. Define the role of decision making and problem solving
16. Analyze the various roles of leaders within organizations (e.g., contribute ideas; share in building an organization; act as role models to employees by adhering to company policies, procedures and standards; promote the organization’s vision; and mentor others).
17. Compare and contrast the leadership styles in various situations.
18. Organize business activities related to company’s vision, mission, and values to achieve established action plans.
19. Develop business plans to meet company needs (e.g., company mission, vision, goals, objectives, and management plan).
20. Describe controls in the functional areas to include: human resources, production, marketing, information, and financial activities.
2. Identify and describe the four major models of organizational behavior: autocratic, custodial, supportive, and collegial.
3. Describe how motivation, work attitudes, learning perception, stress, and decision making affect individual behavior
4. Discuss the role communication, conflict, influence, power, change, culture, and leadership play in interpersonal behavior.
5. Describe how individual attributes, such as personality, motivation, and decision making contribute to organizational behavior.
6. Describe how group attributes, such as work teams, communications, leadership, power, and conflict contribute to organizational behavior.
7. Explain how organizational attributes such as structure, culture, human resources, and change contribute to organizational behavior.
8. Differentiate between various types of behavior modification theories and techniques.
9. Describe factors that contribute to job satisfaction and job dissatisfaction and identify specific steps managers can take to motivate employees.
10. Define the systems approach as applied to human and organizational behavior
11. Explain contemporary issues and approaches to the organizational change facing organizations.
12. Apply organizational behavior approaches to the analysis of an organization’s initiative.
13. Describe the Theory X and Theory Y of organizational behavior.
14. Differentiate among the varied styles of leadership.
15. Apply the theories of organizational behavior to such tasks as selecting employees, training employees, evaluating performance, resolving conflict, and stress management
16. List the ethical and social aspects within the organizational environment.
17. Describe how to create, sustain, and change an organizational culture.
18. Describe various organizational structures: formal, informal, centralized, decentralized, and line and staff.
19. Give a historical overview of organizational behavior in the workplace.
2. Identify the major theorists of organizational theory and behavior.
3. Compare and contrast the various theories and perspectives.
4. Assess the social and ethical implications of the theories and perspectives in managing organizations.
5. Research, analyze, and develop recommendations for an organization issue.
6. Describe the nature, theory, and complexities of organizations and discuss the different elements of organizational structure, processes, and design.
7. Apply concepts and theories about individual style and perception to solving organizational problems.
8. Apply organization theory to problems identified in organizations and recognize issues of managing the external environment.
9. Describe classical, neoclassical, and modern theories of organization.
10. Define the concept of power in an organization.
11. Describe Situational Leadership Theory and how personality trait theories affect the organization.
12. List ways theories of motivation impact an organization.
13. Describe Theories of Cognition and Theories of Intelligence.
14. Explain cultural theories and how they relate to the current workplace.
15. Discuss the systems theory and its relationship in an organization
16. Apply theories of leadership to the management of organizations.
17. Demonstrate an understanding of the theories and concepts of individual, group and organizational behavior as they apply to organizational decision making.
2. Describe the duties of the production manager in keeping cost of manufacturing as low as possible.
3. Discuss the production manager role in management decision making process.
4. Construct a simple forecast based on time series data.
5. Compute cost-volume analysis and the quantitative tradeoffs of subcontracting.
6. Discuss the role of research and development activity as it relates to the life cycle of a product/
7. Discuss how location planning impacts production time, materials, and people.
8. Discuss how facility layout impacts capacity and production scheduling in the manufacturing setting.
9. Compute the utilization and efficiency ratios associated with capacity loads.
10. Discuss load balancing and other scheduling techniques that optimize production.
11. Define long-term and short-term planning as applied to the manufacturing setting.
12. Describe the techniques used in long-term and short-term planning.
13. List the factors required for effective inventory management in the manufacturing setting.
14. Discuss the modern inventory management techniques and discuss the advantages each has brought to the manufacturing setting.
15. Discuss the techniques of developing Gantt charts for a manufacturing setting.
16. Develop a PERT/CPM analysis within the manufacturing setting.
17. Discuss the reasons for establishing a quality assurance program within the manufacturing setting
18. Describe the techniques used for improving quality within the manufacturing setting.
19. Develop an R-chart, an X-chart, a P-chart, and a C-chart for a production project within the manufacturing setting.