assistance needed b
oceanqueen
griffin_OB_11e_PPT_Ch08.pdf
1. Describe the nature of decision making and distinguish it
from problem solving.
2. Discuss the rational approach to decision making.
3. Identify and discuss the primary behavioral aspects of
decision making.
4. Discuss the nature of creativity and relate it to decision
making and problem solving.
8–2 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Chapter Learning Objectives After studying this chapter you should be able to:
8–3
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Nature of Decision Making
• Decision Making
–The process of choosing from among
several alternatives
• Problem Solving
–A special form of decision-making in which
the issue is unique—it requires developing
and evaluating alternatives
8–4 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 8.1 Elements of Decision Making
8–5
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Decisions Based on Frequency
• Programmed Decision
–One that recurs often enough for a decision rule
to be developed
• Decision Rule
–A statement that tells a decision-maker which
alternative to choose based on the characteristics
of the decision situation
• Nonprogrammed Decision
–One that recurs infrequently and for which there is
no previously established decision rule
8–6 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Table 8.1 Characteristics of Programmed and Nonprogrammed
Decisions
CHARACTERISTICS
PROGRAMMED
DECISIONS
NONPROGRAMMED
DECISIONS
Type of Decision Well structured Poorly structured
Frequency Repetitive and routine New and unusual
Goals Clear and specific Vague
Information Readily available Not available, unclear
channels
Consequences Minor Major
Organizational Level Lower levels Upper levels
Time for Solution Short Relatively long
Basis for Solution Decision rules, set
procedures
Judgment and creativity
8–7
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Decisions Based on Information Conditions
• Information Required for Decision Making
–Information ranges across endpoint conditions
–Condition of Certainty
• Outcomes of each alternative are known
–Condition of Risk
• Certainty of an outcome is unknown but there is enough
information to estimate probabilities of various outcomes
–Condition of Uncertainty
• There is insufficient information to estimate the probability of
possible outcomes
8–8 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 8.2 Alternative Outcomes Under Different Information Conditions
8–9
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Decision-Making Process (cont’d)
Rational
Approach
Personal
Approach
Behavioral
Approach
Practical
Approach
Approaches to
Decision Making
8–10
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Decision-Making Process (cont’d)
• The Rational Approach
–A systematic, step-by-step process for making
decisions
• State the situational goal
• Identify the problem
• Determine the decision type
• Generate alternatives
• Evaluate alternatives
• Choose an alternative
• Implement the plan
• Control: measure and adjust
8–11 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 8.3
The Rational
Decision-Making
Process
8–12
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Decision-Making Process (cont’d)
• The Rational Approach (cont’d)
–Strengths
• Forces decision in a logical, sequential manner
• In-depth analysis enables choose on the basis of information
rather than emotion or social pressure
–Weaknesses
• Rigid underlying assumptions often unrealistic
• Information limited by time or cost constraints, manager’s
ability to process information
• Not all alternatives easily quantified
• Outcomes unknown due to unpredictability of future
8–13
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Evidence-Based Decision Making
• Evidence-Based Management (EBM)
– The commitment to identify and utilize the best theory and data
available to make decisions by:
1. Facing the hard facts and building a culture in which people are
encouraged to tell the truth, even if it’s unpleasant.
2. Being committed to “fact-based” decision making—getting the best
evidence and using it to guide actions.
3. Treating your organization as an unfinished prototype—
encouraging experimentation and learning by doing.
4. Looking for the risks and drawbacks in what people recommend
(even the best medicine has side effects).
5. Avoiding basing decisions on untested beliefs, what was done in
the past, or uncritical “benchmarking” of what winners do.
8–14
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Behavioral Approach
to Decision Making
• The Administrative Model
–Assumes decision makers operate with bounded
rationality rather than with perfect rationality
• Bounded rationality: decision making based upon a
meaningful subset of relevant information
–Characteristics of the Administrative Model
• Procedures and rules of thumb reduce uncertainty
• Sub-optimizing—accepting less than best outcome
• Satisficing—choosing first-encountered alternative that solves
the problem
8–15
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Other Behavioral Forces
in Decision Making
Political
Forces
Intuition
Risk
Propensity
Escalation of
Commitment
Ethics
Prospect Theory and Decision Making
• Prospect theory
– Argues that when people make decisions under a
condition of risk they are more motivated to avoid
losses than they are to seek gains.
8–17
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
An Integrated Approach to Decision Making
• The Integrated (or Practical) Approach
–Combines the steps of the rational approach with the
conditions in the behavioral approach to create a more
realistic approach for making decisions in
organizations
• Hybrid Approaches
–Managers use a combination of rational, behavioral,
and practical approaches to make decisions
–Research has shown that speed in decision making is
not indicative of the consideration of fewer alternatives
by managers
8–18 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 8.4
Practical
Approach
to Decision
Making
with
Behavioral
Guidelines
8–19
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creativity, Problem Solving,
and Decision Making
• Creativity
–The ability to generate new ideas or to conceive of
new perspectives on existing ideas
–Key issues
• Creativity and the individual
• The creative process
–Steps in the Creative Process
• Preparation
• Incubation
• Insight
• Verification
8–20 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
FIGURE 8.5
The Creative
Process
8–21
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Creativity, Problem Solving,
and Decision Making
• Descriptors of Creative Individuals
–Background Experiences
–Personal Traits
–Cognitive Abilities
• Enhancing Creativity in Organizations
–Methods
• Using explicit goals to make creativity a part of the
organizational culture
• Rewarding creative successes
8–22 © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
• After reading the chapter:
–What are some people “problem solvers” and others
are not?
–What is your most often used programmed decision?
–How can it be determined that a rational approach rather
than another approach to a decision is required?
–How would you explain dropping a course in terms of
decision-making behavior?
Organizational Behavior in Action
