This preview shows pages 1–2. Sign up to view the full content.
This preview has intentionally blurred sections. Sign up to view the full version.View Full Document
Unformatted text preview: Themes 13.Diversity can be found in all individuals- man focuses on invisible & visible diffs 14. Managing a diverse wkforce reqrs flexible mangmt style (recognizes ind emp’s unique needs) 15.Successful relationships drive success in managmt 16.Successful comm. reqrd for successful relationship (which reqrs respect/trust) 17.Keep 4- horsemen out of comm. (to protect relatnshp) by addressing feelings & deescalating (hotter they are, cooler you get) 18.Learning org & knowledge managmt r key tools of success in dynamic environment 19.What gets measured/rewarded gets done Ch.6 Rational Decision-Making describe choices consistent & value- max. w/in specific constraints; Man= Dec.Makers; Dec-mak=man Model/Process 1.Define problem (aware, pressure, resources) 2.Identify decision crit (relevant) 3.Allocate weights to criteria 4.Develop alternatives 5.Evaluate alt 6.Pick best alt 7.Implement alt. 8.Evaluate Decision Effectiveness Assumptions: prob. clarity, known options, clear preferences, constant prefs, no time/cost constraints on info. gathering, max . payoff drives choice, actors have sufficient creativity to id. all possible solutions. Bounded Rationality – focus on few essential features of prob. satisfice- settle on “good enough” solutions escalation of comm.- increased comm. to prev decision despite evidence it may be wrong (influenced by org’s culture, internal politics, power considerations) Intuitive Decision Making – unconscious process, created of distilled experience. “Blink”-may be better; Intuition- accumulated judgment, feelings; 1.experience 2. subconscious 3.values/ ethics 4.affect (feelings/emotions), 5.cognitive (skills, know, train) Structured Problems- clear, straightforward, easily defined Programmed decision- repetitive, routine approach (*top org level*) Procedure- steps to respond Rule- explicit statemt of what man. can(not) do Policy- gen. guideline 4 dec-mak Unstructured Problems- new/ unusual, ambiguous, incomplete info Nonprogrammed Dec- nonrecurring, unique, require custom solution (*lower org level*) Integration- rel. b/w prob, dec, & org level Dec-Mak conditions: certainty- accurate dec-know all outcomes ; Risk- estimate likely outcomes- prevented by limited info- creates Uncertainty & man. must rely on intuition- neither certainty nor prob est. Maximax (maximize the maximum possible payoff) Maximin (max min payoff) Minimax (min. max ‘regret’) Individual Decision Styles Ways of thinking- rational/ orderly/ consistent OR intuitive/ creative Tolerance for Ambiguity : LOW- need consistency & order HIGH- multiple thoughts at same time Directive: Efficient, logical (fast dec-mak, min. info, few alt, short-term) Analytic: careful, adapt/cope to new sit....
View Full Document
This note was uploaded on 03/19/2008 for the course MAN 320F taught by Professor Passovoy during the Spring '08 term at University of Texas at Austin.
- Spring '08