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Lecture Organizational behavior – Chapter 6: Making decisions. The contents of this chapter include all of the following: Identify the need for a decision, develop alternative responses, choose the appropriate alternative, implement a choice.
6 Making Decisions Neubert & Dyck’s Organizational Behavior Chapter Navigator Identify The Need For a Decision Develop Alternative Responses Choose The Appropriate Alternative Implement a Choice Copyright ©2014 John Wiley & Sons, Inc Identify The Need For A Decision What is a Decision? Problems and Opportunities Scripts Underlying Issues and Relevant Stakeholders Sustainable Decision Making Process Decisions, Problems and Opportunities What is a Decision? Examples of Decisions Problems and Opportunities Step one: Identifying The Need For a Decision Scripts Stakeholders and Sustainable Decision Making Underlying Issues Stakeholder Analysis Complicating Factors Sustainable Decision Making Process Develop Alternative Reponses Basic Alternative Reponses Programmed Decisions NonProgrammed Decisions Developing Alternatives: Sustainable Approach Basic Alternative Responses and Programmed Decisions Choices When Making Decisions What are Programmed Decisions? Examples of Programmed Decisions Decision Rules and Policies Examples of Decision Rules and Policies Non-programmed Decisions and a Sustainable Approach Limitations of Programmed Decisions What are Nonprogrammed Decisions? Examples of Nonprogrammed Decisions Conventional versus Sustainable Decision Makers: Three Basic Options Choose The Appropriate Alternative Goal Consensus Available Knowledge Uncertainty Decision Making Methods (Rational Choice, Political, Selective, Administrative) Goal Consensus, Available Knowledge and Uncertainty What is Goal Consensus? Low Versus High Goal Consensus What is Available Knowledge? What is Uncertainty? Implications of Uncertainty Decision Making Methods Rational Choice Method Political Method Incremental Trial and Error Method Subjective Method – Intuition and Tacit Knowledge Administrative Method Copyright ©2014 John Wiley & Sons, Inc Choose The Appropriate Alternative Satisficing and Framing Subjective Effects of Decisions on Employee Appraisals Six Key Principles for Responsible Management Education Explicit Knowledge Copyright ©2014 John Wiley & Sons, Inc Satisficing, Framing and Subjective Effects of Decision Making Satisficing Framing Sustainable OB Emphasis Subjective Effects on Employee Appraisals Implications of Subjective Effects Principles, Explicit Knowledge and Image Theory Six Key Principles for Responsible Management Education What is Explicit Knowledge Networks That Promote Sustainable OB Decision Making – Class Exercise What is Image Theory? How Do Managers Actually Make Ethical Decisions? Implement The Choice Overcoming Resistance Escalation of Commitment Information Distortion Factors That Influence The Appropriate Level of Participation in Decisions Making and Implementation Resistance, Escalation and Information Distortion Overcoming Resistance Factors That Influence the Appropriate Level of Participation in Decision Making and Implementation What is Escalation of Commitment? What is Information Distortion? Administrative Inertia Copyright ©2014 John Wiley & Sons, Inc Reducing Escalation of Commitment and Sustainable Decision Making Reducing Escalation of Commitment Selective Use of Participation Decisions as Experiments Courage and Decision Making Copyright ©2014 John Wiley & Sons, Inc ... NonProgrammed? ?Decisions Developing Alternatives: Sustainable Approach Basic Alternative Responses and Programmed Decisions Choices When? ?Making? ?Decisions What are Programmed? ?Decisions? ... Decision Making Underlying Issues Stakeholder Analysis Complicating Factors Sustainable Decision? ?Making? ?Process Develop Alternative Reponses Basic Alternative Reponses Programmed? ?Decisions. .. Underlying Issues and Relevant Stakeholders Sustainable Decision? ?Making? ?Process Decisions, Problems and Opportunities What is a Decision? Examples of? ?Decisions Problems and Opportunities Step one: Identifying The Need For a Decision