Chapter 7 Observing DecisionMaker Behavior and the Office

Chapter 7 Observing Decision-Maker Behavior and the Office Environment Systems Analysis and Design Kendall and Kendall Fifth Edition © Copyright Prentice Hall, 2002

Major Topics n n n Observation Sampling Recording observation Office environment STROBE Applying STROBE

Observation n Observation provides insight on what organizational members actually do Gain information about decision makers and their environments that is unavailable through any other method Help confirm what has been found through other methods Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 3

Observing Decision Makers n Guidelines n n n Decide what is to be observed (activities) Decide the level of concreteness of the activities Create categories that adequately capture key activities Prepare appropriate scales, checklists, or other materials for observation Decide when to observe Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 4

Basic Approaches n Two basic approaches to observation are n n Time sampling Event

Time Sampling n n Observing at specific time intervals Advantages n n n Reducing bias from random observing View of activities that occur frequently Disadvantages n n Gathering piecemeal data that may not give the entire picture Rare or infrequent data may not be represented Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 6

Event Sampling n n Sampling a single event Advantages n n n Observe behavior as it unfolds Observe an important event Disadvantages n n Takes a great deal of time Misses representative sample of frequent decisions Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 7

Body Language n n n It is important to observe body language Difficult to

Recording Observations n Systematic techniques for recording observations include n n n Adjective pairs Category systems Checklists Scales Field notes Play scripts Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 9

Adjective Pairs n n A popular way to record behavior Use adjectives like n n n decisive/indecisive confident/not confident assertive/unassertive calm/excited articulate/inarticulate self-started/unmotivated Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 10

Category Systems n n n Determine activities before observations Count times behavior occurs Category examples n n n Instructs subordinates Questions superiors Opens mail Reads external information Processes own information Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 11

Analyst’s Playscript n n Involves observing the decision-makers behavior and recording their actions using a series of action verbs Examples n n talking sampling corresponding deciding Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 12

STROBE n n STRuctured OBservation of the Environment A technique for observing the decision

STROBE n n n Provides a standard methodology and classification for the analysis of the elements that influence decision making Other analysts can apply the same framework to the same organization Limits analysis to the organization as it exists during the current life cycle stage Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 14

STROBE Elements n Analyzes seven environmental elements n n n n Office location Placement of the decision maker's desk Stationary office equipment Props External objects Office lighting and color Clothing Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 15

Office Location n Accessible offices n n Main corridors, open door Major traffic flow area Increase interaction frequency and informal messages Inaccessible offices n n May view the organization differently Drift apart from others in objectives Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 16

Placement of the Decision Maker's Desk n Visitors in a tight space, back to wall, large expanse behind desk n n Indicates maximum power position Desk facing the wall, chair at side n n Encourages participation Equal exchanges Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 17

Stationary Office Equipment n n n File cabinets and bookshelves If not present, person stores few items of information personally If an abundance, person stores and values information Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 18

Props n n Calculators Personal computers Pens, pencils, and rulers If present, person processes

Trade Journals and Newspapers n n Trade journals or newspapers present indicate the person values outside information Company reports, memos, policy handbooks indicate the person values internal information Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 20

Office Lighting and Color n Warm, incandescent lighting indicates n n n A tendency toward more personal communication More informal communication Brightly lit, bright colors n Indicates more formal communications (memos, reports) Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 21

Clothing n Male n n n Formal 3 piece suit - maximum authority Casual dressing (sport jacket/slacks) more participative decision making Female n n Skirted suit - maximum authority Dress, less formal Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 22

Applying STROBE n Applying STROBE includes n n Analysis of photographs Checklists Anecdotal list with symbols Observation/narrative comparison Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 23

Analysis of Photographs n Advantages n n n Helpful when visits are limited by time, distance, or expense Analyst may focus on pertinent elements May do a side-by-side comparison Photograph may supply details missed in person May be put onto Web for team member viewing Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 24

Drawbacks to Photographs n n Limited to what they can take in May be

Checklist/Likert Scale n Five-point Likert-type scales related to STROBE Office houses many pieces of equipment used for storing information No storage cabinets in office 1 Kendall & Kendall 2 Four or more cabinets or shelves 3 4 Copyright © 2002 by Prentice Hall, Inc. 5 26

Anecdotal List With Symbols n Five symbols used to evaluate how observation of the

Anecdotal List With Symbols n Five symbols n n n A checkmark, the narrative is confirmed An “X” means the narrative is reversed An oval or eye-shaped symbol serves as a cue to look further A square means observation modifies the narrative A circle means narrative is supplemented by observation Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 28

Observation/Narrative Comparison n n The least structured method If analyst is aware of the elements and they are consciously observed, valuable insights can be gained Kendall & Kendall Copyright © 2002 by Prentice Hall, Inc. 29