Learning Outcomes Chapter 10 Decision Making by Individuals

Learning Outcomes Chapter 10 Decision Making by Individuals and Groups 1. Identify the steps in the decision-making process. 2. Describe various models of decision making. 3. Discuss the individual influences that affect decision making. 4. Explain how groups make decisions. 5. Describe the role culture plays in decision making. 6. Explain how organizations can improve the quality of decisions through participation. © 2013 Cengage Learning

1 Learning Outcome Identify the steps in the decisionmaking process. © 2013 Cengage Learning

Types of Decisions Programmed Decision Nonprogrammed Decision a simple, routine matter for which a manager has an established decision rule a new, complex decision that requires a creative solution © 2013 Cengage Learning

Decision. Making Process Recognize the problem and the need for a decision Identify the objective of the decision Gather and evaluate data and diagnose the situation List and evaluate alternatives © 2013 Cengage Learning

Decision. Making Process Select the best course of action Implement the decision Gather feedback

2 Learning Outcome Describe various models of decision making. © 2013 Cengage Learning

Rationality a logical, step-by-step approach to decision making, with a thorough analysis of alternatives

Models of Decision Making Effective Decision a timely decision that meets a desired objective

Rational Model 1. The outcome will be completely rational 2. The decision maker uses a consistent system of preferences to choose the best alternative 3. The decision maker is aware of all alternatives 4. The decision maker can calculate the probability of success for each alternative © 2013 Cengage Learning

Bounded Rationality a theory that suggests that there are limits to how rational a

Bounded Rationality Model 1. 2. 3. 4. Managers select the first alternative that is satisfactory Managers recognize that their conception of the world is simple Managers are comfortable making decisions without determining all the alternatives Managers make decisions by rules of thumb or heuristics © 2013 Cengage Learning

Bounded Rationality • Assumes that managers satisfice – select the first alternative that is “good enough” • Assumes that managers develop heuristics, short cuts, to make decisions in order to make decisions to save mental activity. © 2013 Cengage Learning

Beyond the Book: Garbage Can Model a theory that contends that decisions in organizations

Z Problem-Solving Model © 2013 Cengage Learning

Escalation of Commitment the tendency to continue to support a failing course of action

Escalation of Commitment • Why it occurs – – people dislike inconsistency overly optimistic illusion of control sunk costs • How to deal with it – – split responsibility for decisions closely monitor decision makers provide individuals with a graceful exit have groups make the initial decision © 2013 Cengage Learning

3 Learning Outcome Discuss the individual influences that affect decision making. © 2013 Cengage

Cognitive Style an individual’s preference for gathering information and evaluating alternatives © 2013 Cengage

Risk Aversion the tendency to choose options that entail fewer risks and less uncertainty

Risk and the Manager • Many decisions involve some element of risk. • Individuals differ in terms of risk aversion. • Risk aversion is determined by individual tendencies and organizational factors. • To encourage risk taking, must view failure as “enlightened trial and error. ” © 2013 Cengage Learning

Personality, Attitudes, and Values © 2013 Cengage Learning

Influences on Decision Making Intuition – fast, positive force in decision making that is utilized at a level below consciousness and involves learned patterns of information Creativity – a process influenced by individual and organizational factors that results in the production of novel and useful ideas, products, or both © 2013 Cengage Learning

Influences on Creativity • Individual: – Cognitive Processes • Divergent Thinking • Associational Abilities • Unconscious Processes – Personality Factors • breadth of interests • high energy • self-confidence Creative performance is highest when there is a match or fit between the individual and organizational influences. • Organizational: – Flexible organization structure – Participative decision making – Quality, supportive relationships with supervisors © 2013 Cengage Learning

Beyond the Book: Mapping Changes in the Industry GPS devices and freely-available online maps are forcing the mapping industry to change how it does business. Map companies are incorporating digital services into their business model, capitalizing on the benefits of paper maps, expanding into related fields like astronomy and planetary mapping, or simply scaling back their businesses. Faced with a challenge, map industry professionals are charting a variety of courses--which decisions will succeed? © 2013 Cengage Learning

Four Types of Creativity Responsive Proactive Expected Contributory © 2013 Cengage Learning

Beyond the Book: Be Creative! Can you think of new solutions to these common organizational problems? • Employees’ productivity declines sharply the day after the Super Bowl. • Your organization has been in deficit for three consecutive quarters. Where do you make cuts in the budget? • You learn that the company can no longer afford to provide lunch to employees. How would you maintain morale? © 2013 Cengage Learning

4 Learning Outcome Explain how groups make decisions. © 2013 Cengage Learning

Group Decision Making • Synergy – a positive force that occurs in groups when group members stimulate new solutions to problems through the process of mutual influence and encouragement within the group. • Social decision schemes – simple rules used to determine final group decisions Truth Wins Majority Wins Two-thirds Majority © 2013 Cengage Learning First-shift

Group Decision Making Advantages 1. more knowledge through pooling of group resources 2. increased acceptance and commitment due to voice in decisions 3. greater understanding due to involvement in decision stages Disadvantages 1. pressure in groups to conform 2. domination by one forceful member or dominant clique 3. amount of time required, because group is slower than individual to make a decision © 2013 Cengage Learning

Limits of Group Decision Making Groupthink – a deterioration of mental efficiency, reality testing, and moral judgment resulting from pressures within the group Group Polarization – the tendency for group discussion to produce shifts toward more extreme attitudes among members © 2013 Cengage Learning

Preventing Groupthink • Ask each group member to act as critical evaluator • Have the leader avoid stating his opinion prior to the group decision • Create several groups to work simultaneously • Appoint a devil’s advocate • Evaluate the competition carefully • After consensus, encourage rethinking the position From Janis, Irving L. , Groupthink: Psychological Studies of Policy Decisions and Fiascoes, Second Edition. Copyright © 1982 by Houghton Mifflin Company. © 2013 Cengage Learning

Group Decision Techniques Self-Managed Teams Brainstorming Nominal Group Technique Dialectical Inquiry Delphi Technique Devil’s

Special Decision-Making Groups • Quality circles – a small group of employees who work voluntarily on company time, typically one hour per week, to address work-related problems such as quality control, cost reduction, production planning and techniques, and even product design • Quality teams – A team that is part of an organization’s structure and is empowered to act on its decisions regarding product and service quality © 2013 Cengage Learning

5 Learning Outcome Describe the role culture plays in decision making. © 2013 Cengage

Hofstede’s Dimensions • Styles of decision making vary by culture • Many of Hofstede’s

Beyond the Book: Decisions in Japan “Teamwork” and “Collaboration” look much different in Japan than in the United States. In Japanese firms, workers (especially lower level) tend to remain silent during meetings, avoid sitting next to upper management, and rigorously avoid using their boss’ first name. Upper management, meanwhile, steer clears of direct feedback or delivering the “hard truth. ” At all levels, harmony and restraint, rather than independence and risk-taking, are prized values. © 2013 Cengage Learning

Beyond the Book: Decision Making in the Virtual Workplace Group Decision Support Systems Tools

6 Learning Outcome Explain how organizations can improve the quality of decisions through participation.

Participative Decision Making Occurs when individuals who are affected by decisions influence decision-making Individual Foundation Organizational Foundation Supportive organizational culture Team-oriented work design People must be psychologically equipped Motivation to act autonomously Employees must be able to see benefit © 2013 Cengage Learning

Beyond the Book: Ethics Check • Is it legal? – Does it violate law – Does it violate company policy • Is it balanced? – Is it fair to all – Does it promote win–win relationships • How will it make me feel about myself © 2013 Cengage Learning

Beyond the Book: Can I Use Another Computer? Workers face a growing problem – the computers, applications and phones they use at work are ancient compared to what they use personally. For example, some chafe at having to use email systems with limited storage when free webmail options provide gigabytes of space. Others are frustrated that their company still uses an operating system released in 2001. How would you resolve this issue? How would you provide cutting-edge technology while maintaining costs? How would you deal with employees who are not tech savvy? © 2013 Cengage Learning

1. Does “The Bird Problem” present Kit and Ace with a programmed or nonprogrammed decision? What features of their decision problem led to your choice? Failure to Launch 2. Review the earlier section describing the decision-making process. Which steps in that process appear in “The Bird Problem? ” Note the examples of each step that you see. 3. Assess the degree of certainty, uncertainty, and risk that Kit and Ace face in this decision problem. What factors set the degree of certainty, uncertainty, and risk? © 2013 Cengage Learning

1. Did Plant Fantasies owner Teresa Carleo use the rational decisionmaking process to launch Plant Fantasies? Explain. Plant Fantasies 2. List an example of a programmed decision at Plant Fantasies. Identify a nonprogrammed decision at Plant Fantasies. 3. How might managers at Plant Fantasies conduct the final feedback and follow up stages of the decision-making process when installing a new garden for a client? © 2013 Cengage Learning