Test 2 Notes - 2/21/2011 Behavior-what your trying to do...

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

View Full Document Right Arrow Icon
2/21/2011 Behavior-what your trying to do Tactic-how you are going about it Effort –how hard you work at it With a reasonable tactic the more effort you exert the better the outcome VIDEO: sports incidents: shows that you also need skill EXAMPLE: walking or biking to Richmond Tactic used changes the effort and skills required (sometimes requiring more effort or less) Tactic establishes the relationship between effort and outcome Steepness of curve shows how rapid you learn Long term: effort is not the issue. Changing tactics is the key (smarter not harder) Methods for improvement o Continuous improvement (incremental) Getting a tool from the tool cabinet How can we increase effort, skill, and tactic o Reengineering (breakthrough) Fundamentally rethinking about how work is done 4 avenues for influencing organizational outcomes o Engaging in new value added activities that were not done previously (ways 2 add value) o Doing what you are currently doing in the same way you currently do it, only more efficiently (effort and skillfulness) o Redesign your current processes to do what you currently do more efficiently (change tactic) o Avoiding the negative effect of non-compliant and counterproductive behavior
Background image of page 1

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

View Full DocumentRight Arrow Icon
2/23/2011 Decision: choice made from a set of available alternatives Problem: a discrepancy (gap) between an existing and a desired state. Rational decision making assumptions All alternatives and consequences are known No time or cost constraints Final choice will be optimal
Background image of page 2
Rational Decision Making Model 1. Define problem or opportunity 2. Identify decision criteria 3. Weigh the criteria 4. Develop a list of alternative solutions 5. Evaluate each alternative 6. Choose one solution 7. Implement it 8. Evaluate The decision making process is not over when the decision is made In an ideal world we do rational decision making In reality o Bounded rationality o Satisfice: something that is good enough Types of decision o Intuition o Programmed decisions o Non-programmed decisions Framing effects o Decision bias that is influenced by the way a problem is stated or the alternative solutions o How does the way a situation is framed (gain or loss) affect the decisions people make.
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.

Page1 / 12

Test 2 Notes - 2/21/2011 Behavior-what your trying to do...

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