Chapter_14 - Instructors Manual Organizational Behavior...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
th edition Chapter Fourteen: Decision Making Chapter Synopsis This chapter highlights four aspects of decision-making: The types of decisions made in organizations Steps in the decision-making process The behavioral influences on individual decision making, and Group decision making. The chapter begins by describing the two basic types of decisions ( programmed and non- programmed ) and provides characteristics and examples of each. It lays out the steps in the decision-making process: establishing specific goals/objectives, identifying and defining the problem, establishing priorities, considering causes, developing alternatives, evaluating alternatives, selecting an alternative, implementing the chosen solution, and following up. In the section on behavioral influences, the authors explain how values , personality , propensity for risk , and potential for dissonance and escalation of commitment affect individual decision-making. The final section of the chapter, group decision making, discusses its advantages and shortcomings relative to individual decision making and describes three techniques for boosting creativity in groups: brainstorming , the Delphi technique and the nominal group technique . Learning Objectives After completing this chapter, students should be able to: 1. Contrast programmed with non-programmed decisions. 2. Identify the steps in the decision-making process. 3. Discuss priority setting. 4. Describe the conditions governing alternative-outcome relationships. 5. Explain the role of behavioral influences on decision-making. 6. Compare individual and group decision-making. 7. Identify specific techniques for stimulating creativity. 14-1
Background image of page 1

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

View Full DocumentRight Arrow Icon
th edition Key Terms programmed decisions —Situations in which specific procedures have been developed for repetitive and routine problems. nonprogrammed decisions —Decisions required for unique and complex management problems. decision —A means to achieve some result or to solve some problem. The outcome of a process that is influenced by many forces. devil’s advocate —An appointed critic of proposed group actions whose intent is to uncover underlying issues with the prevailing direction of the group. bounded rationality approach —This approach assumes that decision making is not a perfectly rational process, but rather one that is fraught with constraints and limitations. Though not optimal, decisions are thought to be satisfactory and acceptable. values —The guidelines and beliefs that a person uses when confronted with a situation in which a choice must be made. cognitive dissonance
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 04/06/2012 for the course BUS 5601 taught by Professor Muth during the Spring '09 term at FIT.

Page1 / 24

Chapter_14 - Instructors Manual Organizational Behavior...

This preview shows document pages 1 - 3. Sign up to view the full document.

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