Organizational_Behavior_Ch13

Organizational_Behavior_Ch13 - Chapter 13 Decision Making...

Info iconThis preview shows pages 1–4. Sign up to view the full content.

View Full Document Right Arrow Icon
Chapter 13
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Decision Making Chapter at a Glance Organizations depend for their success on day-to-day decisions made by their members. The quality of these decisions influences both the long-term performance of an organization and its day-to-day “character”—in the eyes of employees, customers, and society at large. This chapter examines the many aspects of decision making in organizations. As you read Chapter 13, keep in mind these study topics. THE DECISION-MAKING PROCESS AND ITS FOUNDATIONS The Decision-Making Process Cultural and Ethical Foundations of Decision Making Decision Environments Types of Decisions DECISION-MAKING MODELS Classical and Behavioral Decision Theory The Garbage Can Model INTUITION, JUDGMENT, AND CREATIVITY Intuition Judgmental Heuristics Creativity MANAGING THE DECISION-MAKING PROCESS Choosing Problems to Address Deciding Who Should Participate Knowing When to Quit CHAPTER 13 STUDY GUIDE It’s all about making the right choices
Background image of page 2
T oday’s challenging environments demand ever more rigor and cre- ativity in the decision-making process. Consider the challenge to the managing partner at Plante Moran, William M. Hermann. In the af- termath of the ac- counting scandals at Arthur Andersen and Enron, firms that do both consulting and accounting are under new scrutiny. Fortu- nately for Bill Her- mann, this consulting and accounting firm is unique, with an even more unique track record of accomplishment. Although it is comparatively small when compared to the industry giants, and it confines its practice to the middle of America (both in terms of location and size of its clients), it is highly respected. It leads accounting firms in the propor- tion of female partners. And it is ranked as one of America’s best places to work. The company’s principle of decision making illustrates its uniqueness: “It is our intent to maintain timely yet thorough de- cision-making processes, with deci- sions made at the most appropriate level. We will strive to be effective by keeping a balance between participation and efficiency.” This principle is but one of 15 guiding principles designed to help all staff associates and partners understand that this professional service firm believes it can- not long exist because of what it was, but only because of what it aspires to be. It must meet today’s challenges with sound creative decisions offering real potential for the client. 1 “We will strive to be effective by keeping a balance between participation and efficiency.” 298 The Decision-Making Process Within an organization, managers must provide for decision making that encour- ages the free flow of new ideas and supports the efforts of people who want to make their ideas work as they reach for success. And just as with organizations themselves, the success of our individual careers depends on the quality of the decisions we make regarding our jobs and employment situations. Steps in Decision Making
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 4
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 03/21/2010 for the course NA MGT 307 taught by Professor Unknown during the Spring '10 term at University of Phoenix.

Page1 / 22

Organizational_Behavior_Ch13 - Chapter 13 Decision Making...

This preview shows document pages 1 - 4. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online