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Chapter Eleven

Chapter Eleven. Decision-Making Processes. ©2000 South-Western College Publishing Cincinnati, Ohio Daft, Organizational Theory and Design, 7/e. Today’s Business Environment. New strategies Reengineering Restructuring Mergers/Acquisitions Downsizing New product/market development

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Chapter Eleven

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  1. Chapter Eleven Decision-Making Processes ©2000 South-Western College Publishing Cincinnati, Ohio Daft, Organizational Theory and Design, 7/e

  2. Today’s Business Environment • New strategies • Reengineering • Restructuring • Mergers/Acquisitions • Downsizing • New product/market development • . . . Etc.

  3. Decisions Made Within the Organization • Complex, emotionally charged issues • More rapid decisions • Less certain environment • Less clarity about means/outcomes • Requires more cooperation

  4. A New Decision-Making Process • Required because • no one person has enough info to make all major decisions • No one person has enough time and credibility to convince many • Relies less on hard data • Guided by powerful coalition • Permits trial and error approach

  5. Implement Chosen Alternative Monitor Decision Environment PROBLEM SOLUTION Choose Best Alternative Define Decision Problem 8 1 7 2 6 3 Evaluate Alternatives Specify Decision Objectives 5 4 IDENTIFICATION PROBLEM Develop Alternative Solutions Diagnose Problem Steps in the Rational Approach to Decision-Making

  6. Constraints and Trade-offs During Non-programmed Decision-Making Bounded Rationality: Limited time, information, resources to deal with complex, multidimensional issues Decision/ Choice: search for a high-quality decision alternative Trade-off Personal Constraints: Desire for prestige, success; personal decision style; and the need to satisfy emotional needs, cope with pressure, maintain self-concept Trade-off Trade-off Trade-off Organizational Constraints: Need for agreement, shared perspective, cooperation, support, corporate culture and structure, ethical values Trade-off Sources: Adapted from Irving L. Janis, Crucial Decisions (New York: Free Press, 1989); and A. L. George, Presidential Decision Making in Foreign Policy: The Effective Use of Information and Advice (Boulder, Colo.: Westview Press, 1980).

  7. Choice Processes in the Carnegie Model Uncertainty Coalition Formation Search Information is limited Managers have many constraints Hold joint discussion and interpret goals and problems Share opinions Establish problem priorities Obtain social support for problem, solution Conduct a simple, local search Use established procedures if appropriate Create a solution if needed Conflict Managers have diverse goals, opinions, values, experience Satisficing Adopt the first alternative that is acceptable to the coalition

  8. The Incremental Decision Process Model • Every step characterized by decision interrupts • Identification Phase • Recognition • Diagnosis • Development Phase • Search • Screen • Design • Selection Phase • Judgment (evaluation – choice) • Analysis (evaluation) • Bargaining (evaluation – choice) • Authorization

  9. Learning Organization Decision Process When Problem Identification and Problem Solution Are Uncertain PROBLEM IDENTIFICATION PROBLEM SOLUTION When problem identification is Uncertain, Carnegie model applies Political and social process is Needed Build coalition, seek agreement, And resolve conflict about goals And problem priorities When problem solution is uncertain, Incremental process model applies Incremental, trial-and-error Process Is needed Solve big problems in little steps Recycle and try again when blocked

  10. Illustration of Independent Streams of Events in the Garbage Can Model of Decision-Making Problems Solutions Middle Management Problems Solutions Choice Opportunities Participants Participants Participants Choice Opportunities Choice Opportunities Department A Solutions Department B Problems Solutions Choice Opportunities Participants Problems Solutions Choice Opportunities Participants Choice Opportunities Problems Participants Solutions Problems Problems Solutions Participants Participants

  11. Certain Uncertain Contingency Framework for Using Decision Models Problem Consensus 1 2 Certain Individual: Rational Approach Computation Organization: Management Science Individual: Bargaining, Coalition Formation Organization: Carnegie Model Solution Knowledge 3 Individual: Judgment Trial-and-error Organization: Incremental Decision Process Model 4 Individual: Bargaining and Judgment Inspiration and Imitation Organization: Carnegie and Incremental Decision Process Models, evolving to Garbage Can Uncertain

  12. Special Decision Circumstances • High-Velocity Environments • Decision Mistakes and Learning • Escalating Commitment

  13. Decision Styles Workbook Activity

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