MATERI 6 PERILAKU ORGANISASI

1. MATERI 6PERILAKU ORGANISASI MANAGERIAL DECISION MAKING

2. 2 JENIS PENGAMBILAN KEPUTUSAN MANAJERIAL • INDIVIDUAL DECISION MAKING Pengambilan Keputusan Manajerial yang dilakukan oleh Seorang Manajer. • GROUP DECISION MAKING Pengambilan Keputusan Manajerial yang dilakukan oleh suatu kelompok atau level manajemen.

3. JENIS MASALAH KEPUTUSAN • Masalah Keputusan Terstruktur (Structured Problem) - Algoritma Pemecahan Sudah Jelas • Masalah Keputusan Tidak Terstruktur (Unstructured Problem) - Algoritma Pemecahan Tidak Jelas.

4. LEVEL MANAJEMEN & MASALAH KEPUTUSAN • TOP : Mostly Unstructured Problem • MIDDLE : Balance • LOWER : Mostly Structured Problem

5. KARAKTERISTIK KEPUTUSAN EFFEKTIF • Quality of the Decision • Acceptance of the Decision • Ethical Justness of the Decision

6. PROSES PENGAMBILAN KEPUTUSAN (BAZERMAN) • Define The Problem • Criteria Identification • Criteria Weighting • Alternative Generation • Rating each Alternative • Computing the Optimal Decision

7. PROSES PENGAMBILAN KEPUTUSAN (H.SIMON) • Intelligent • Design • Choice • Implementation

8. RATIONAL DECISION MAKING • Perfectly Defining the Problem • Identifying All Criteria • Accurately Weighting All Criteria • Knowing All Relevant Alternatives • Accurately Assessing each Alternatives on each Criteria • Accurately Choosing The Highest

9. BOUNDED RATIONALITY • Lack of Information • Time and Cost Constraints • Perception Biases • Limitation of Usable Memory • Intelligent Constraints in Calculating

10. JUDGMENT DALAMKEPUTUSAN MANAJERIAL • THE AVAILABILITY HEURISTICS Ketersediaan Informasi dalam memori • THE REPRESENTATIVENESS HEURISTICS Kesamaan Masalah • ANCHORING & ADJUSTMENT HEURISTICS

11. BIAS PENGGUNAAN AVAILABILY HEURISTICS • Informasi yang mudah diingat kembali • Informasi yang mudah dicari • Korelasi Maya (Illusory Correlation)

12. BIAS PENGGUNAANREPRESENTATIVENESS H. • Tidak sensitif terhadap kemungkinan suatu hasil (outcomes) • Tidak sensitif terhadap ukuran sample • Miskonsepsi tentang “Chance” • Regresi ke Arah Rata-rata

13. BIAS PENGGUNAAN ANCHORING& ADJUSTMENT • Adjustment yang tidak memadai • Overconfidence • Hubungan yang keliru • Konfirmasi yang Menjebak

14. STRATEGIES FOR MANAGER • Warning about the possibility of bias • Describing the direction of the bias • Providing a dose of feedback • Offering extended program of training to improve judgment.

15. ESKALASI NON RASIONAL • Eskalasi : Bertahan, “ngotot” • Ada 2 Macam : • The Unilateral Escalation Paradigm Bertahan pada satu keputusan yang keliru, karena masih yakin benar • The Competitive Escalation Paradigm Bertahan pada satu keputusan yang keliru karena tidak mau kalah.

16. SEBAB-SEBAB ESKALASI NON RASIONAL • Perceptual Biases • Judgmental Biases • External Management : “Safe Face” • Competitive Irrationality

17. STRATEGIES FOR MANAGER • Set limit on your involvement and commitment in advance. • Avoid looking to other people to see what you should do. • Actively determine why you are continuing. • Remind your self of the cost involved

18. PERTIMBANGANGROUP DECISION MAKING • Type of Problem or task • Acceptance of Decision • Characteristics of Individuals • Climate of the Decision Making • Amount of time available

19. BENTUK GROUP DECISION MAKING • BRAINSTORMING / SYNECTICS • NOMINAL GROUP TECHNIQUE • DELPHI TECHNIQUE • CONSENSUS MAPPING

20. KEUNGGULAN GROUP DECISION MAKING • Multiple Knowledge & Skills • Expedites Acceptance • Generally Higher Quality Decision • Increase Commitment

21. KELEMAHAN GROUP DECISION MAKING • More Time • Ignore Individual Expertise • Satisfices • Encourages Riskier Decision • Create Groupthink

22. SYMPTOMS OF GROUPTHINK • Stereotypes • Pressure • Self-Censorship • Mindguards