Podcast
Questions and Answers
What is the first step in the classical Rational Decision-Making Model?
What is the first step in the classical Rational Decision-Making Model?
- Evaluating each alternative
- Assessing the effectiveness of the decision
- Generating a list of alternatives
- Identifying the problem (correct)
The Bounded Rationality Model assumes that decision-makers have complete knowledge to make decisions.
The Bounded Rationality Model assumes that decision-makers have complete knowledge to make decisions.
False (B)
What term describes the tendency to choose a solution that is 'good enough' rather than optimal?
What term describes the tendency to choose a solution that is 'good enough' rather than optimal?
satisfice
The _____ Model depicts decision-making as chaotic and unstructured, often described as random collisions of problems and solutions.
The _____ Model depicts decision-making as chaotic and unstructured, often described as random collisions of problems and solutions.
Which of the following is NOT a step in the Rational Decision-Making Model?
Which of the following is NOT a step in the Rational Decision-Making Model?
Match the decision-making model with its description:
Match the decision-making model with its description:
Group decision-making generally lacks diverse perspectives and collective knowledge.
Group decision-making generally lacks diverse perspectives and collective knowledge.
Who proposed the Bounded Rationality Model?
Who proposed the Bounded Rationality Model?
Which of the following is NOT a benefit of group decision-making?
Which of the following is NOT a benefit of group decision-making?
Conflict in group decision-making is always detrimental.
Conflict in group decision-making is always detrimental.
What phenomenon in group decision-making may lead to poor decisions due to pressure to conform?
What phenomenon in group decision-making may lead to poor decisions due to pressure to conform?
The __________ method is a structured decision-making technique that can enhance group decisions.
The __________ method is a structured decision-making technique that can enhance group decisions.
Match the following organizational approaches to their descriptions:
Match the following organizational approaches to their descriptions:
What is a potential risk of participative decision-making (PDM)?
What is a potential risk of participative decision-making (PDM)?
All-channel networks allow information flow among all group members freely.
All-channel networks allow information flow among all group members freely.
What is the role of a 'devil's advocate' in group decision-making?
What is the role of a 'devil's advocate' in group decision-making?
Information __________ occurs when too much information overloads decision-makers.
Information __________ occurs when too much information overloads decision-makers.
Match the following decision-making communication networks with their characteristics:
Match the following decision-making communication networks with their characteristics:
Which of the following describes a symptom of groupthink?
Which of the following describes a symptom of groupthink?
Participative Decision-Making typically reduces resistance to change.
Participative Decision-Making typically reduces resistance to change.
What approach views decision-making as influenced by interdependent internal and external factors?
What approach views decision-making as influenced by interdependent internal and external factors?
The __________ approach values employees as key contributors in decision-making.
The __________ approach values employees as key contributors in decision-making.
Flashcards
Rational Models
Rational Models
Systematic and logical decision-making processes that define problems, generate alternatives, evaluate options, and select the best solution.
Steps in Rational Decision-Making
Steps in Rational Decision-Making
Identify problem, define criteria, generate alternatives, evaluate and select the best option, implement, and assess effectiveness.
Limitations of Rational Models
Limitations of Rational Models
Assumes perfect knowledge and overlooks human cognitive biases, making it less applicable in real-world scenarios.
Bounded Rationality Model
Bounded Rationality Model
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Garbage Can Model
Garbage Can Model
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Intuitive Decision-Making
Intuitive Decision-Making
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Group Decision-Making
Group Decision-Making
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Communication in Decision-Making
Communication in Decision-Making
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Diverse Perspectives
Diverse Perspectives
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Increased Acceptance
Increased Acceptance
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Groupthink
Groupthink
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Constructive Conflict
Constructive Conflict
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Time-Consuming Process
Time-Consuming Process
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Devil’s Advocate
Devil’s Advocate
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Chain Network
Chain Network
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Wheel Network
Wheel Network
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Information Overload
Information Overload
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Participative Decision-Making (PDM)
Participative Decision-Making (PDM)
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Classical Approach
Classical Approach
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Systems Approach
Systems Approach
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Cultural Approach
Cultural Approach
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Critical Approach
Critical Approach
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Effective Communication
Effective Communication
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Study Notes
Decision-Making Processes in Organizations
- Decision-making is a complex process impacted by organizational structure, communication, and power dynamics.
Models of Decision-Making
- Rational Models: Propose a logical, systematic approach.
- Involves identifying problems, generating alternatives, evaluating options, and selecting the best solution.
- Assumes complete information, clear objectives, and logical evaluation of options.
- Limitations include simplifying real-world complexities and overlooking human cognitive biases.
- Alternative Models: Reflect realities beyond pure rationality.
- Bounded Rationality: Decision-makers operate with cognitive and situational constraints, choosing satisfactory rather than optimal solutions. Rely on heuristics and past experiences.
- Garbage Can Model: Decision-making is chaotic and unstructured, with problems, solutions, participants, and opportunities colliding randomly.
- Intuitive Decision-Making: Decisions based on pattern recognition, past experience, and gut feelings.
Group Decision-Making
- Advantages: Diverse perspectives, increased acceptance, greater creativity.
- Challenges: Groupthink (pressure to conform); conflict (constructive vs. destructive); time-consuming process.
- Strategies for Improvement: Encourage diverse viewpoints, use structured techniques (e.g., Delphi method), assign a "devil's advocate."
Communication & Decision-Making
- Communication Networks: Influence information flow and decision quality.
- Chain Networks: Linear, hierarchical flow of information.
- Wheel Networks: Central leader controls information flow.
- All-Channel Networks: Free flow of information among all members.
- Decision Pathologies: Communication pitfalls.
- Information Overload, Distortion, Filtering, Silence, and Non-participation.
Participative Decision-Making (PDM)
- Benefits: Increased employee commitment, innovation, job satisfaction, and reduced resistance to change.
- Challenges: Time-consuming process, potential conflict between management control, and risk of decision paralysis.
Organizational Approaches to Decision-Making
- Classical Approach: Rational, top-down process focused on efficiency and control.
- Human Relations Approach: Importance of employee participation for satisfaction and motivation.
- Human Resources Approach: Full employee participation at all levels.
- Systems Approach: Dynamic, interdependent process influenced by internal and external factors, with feedback loops.
- Cultural Approach: Organizational culture shapes decision-making, emphasizing values, norms, and rituals.
- Critical Approach: Examines how power structures influence processes, potentially marginalizing certain groups.
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