L15-20101027

L15-20101027 - Organizational Culture MGMT121 Lecture 15 27...

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1 Organizational Culture MGMT121 Lecture 15 27 Oct., 2010
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Last lecture: key points Programmed decisions are for structured problems ; nonprogrammed decisions for unstructured problems Assumptions under rational choice model create mismatch with observations in organizations on how decisions are actually made Bounded rationality decision making model our decision-making abilities are bounded by cognitive limitations and we made satisficing decisions A common error in decision makings is escalation of commitment 2
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Critical thinking, p.129 #2 You have been asked to personally recommend a new travel agency to handle all airfare, accommodation, and related travel needs for your organization of 500 staff. One of your colleagues, who is responsible for the company’s economic planning, suggests that the best travel agent could be selected mathematically by inputting the relevant factors for each agency and the weight (importance) of each factor. What decision- making approach is your colleague recommending? Is this recommendation a good idea in this situation? Why or why not? 3
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Suggested approach What is good? The rational choice paradigm is being recommended for this decision. The idea that relevant factors should be identified and weighted is good. It helps us to think about which factors are most important for the company, e.g. cost, speed of service, quality of service etc What is not good? However, the suggestion of the best solution can be arrived at mathematically is misleading. We may not be able to choose the best alternative for many reasons, e.g. decision makers have limited information processing abilities, evaluate against implied favorites, influenced by emotions etc 4
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Parameters Rational choice paradigm How people actually make decisions (OB) Goals Clear, compatible, agreed upon Ambiguous, conflicting, lack agreement Processing Information People can process all information People process only limited information Evaluation Timing Choices evaluated simultaneously Choices evaluated sequentially Standards Evaluate against absolute standards Evaluate against implicit favorite Info Quality People rely on factual information Rely on perceptually distorted information Decision Objective Maximization -- the optimal choice Satisficing -- a “good enough” choice Making Choices: Rational v.s OB (textbook, pp.119-120) 5
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Today’s class agenda 6 1. Groupthink 2. Define and elements of organizational culture 3. Types of observable artifacts 4. Video case illustration
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By the end of today’s lecture, you should be able to: 7 1. Explain and prevent groupthink 2. Describe components in organizational culture 3. Explain how employees can learn organizational culture through artifacts
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L15-20101027 - Organizational Culture MGMT121 Lecture 15 27...

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