IGACDecisMak.pptVIP

Decision-making models (4) Inspirational – garbage can (March, 1988) This approach is likely when those concerned are not only unclear about cause-and-effect relationships, but are also uncertain about the outcome they seek. The problems, solutions, participants, and situations are all mixed up together in the garbage can of the organization. But when the setting is dynamic, more action than thinking can take place. Decision-making models (4) Solutions often emerge not to solve specific problems but as lessons learned from the experience of other organizations. Many solutions might well be implemented even if they cannot be tied to a specific problem. Choice making and implementation may be done by quite different individuals. Often, the job of subordinates is to make the decisions of senior managers. They must interpret the intentions of their bosses as well as solve local problems. Decision-making models (4) Implementation becomes an opportunity to teach many changes related to the choice of more senior executives. The link between choice and implementation may become even weaker when senior managers are vague or do not vigorously follow up on implementation. Many problems go unsolved. That is, all organizations have chronic, persistent deficiencies that never seem to get much better. David Boddy, Management: An Introduction, 4th Edition ? Pearson Education Limited 2008 Slide 7.* Decision making Why decision processes matter Tasks in making decisions Types of decision – e.g. programmed or not? Decision-making conditions – e.g. certainty and risk? Decision-making models Decision making What is a decision? A decision is a specific commitment to action (usually a commitment of resource). Decision making What is a decision making? It is the process of identifying problems and opportunities and then resolving them. Why study decision making Activity affects the value an organizationadds to resources Methods used reflect ideas about the process and context