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Organizational Behavior: Presentation Slides
Organizational Behavior: Presentation Slides
to Accompany
Organizational Behavior
10th Edition
Don Hellriegel and John W. Slocum, Jr.
Chapter 13—Making Decisions in Organizations
Prepared by
Michael K. McCuddy
Valparaiso University
Slide 13.1
Learning Objectives for
Making Decisions in Organizations
Explain the basic concepts for
making ethical decisions
Describe the attributes of three
models of managerial decision
making
Explain two methods for stimulating
organizational creativity
Ethical intensity
decision rules
Affected individuals
Determination of rights
Magnitude of consequences
Probability of effect
Social consensus
Temporal immediacy
Proximity
Concentration of effect
been obtained
Alternatives can be ranked according to
explicit criteria
The alternative selected will provide the
maximum gain
making process
The means–end principle and the utilitarian
1. Identify and select problem What do we want to change? Identification of the gap;
describe “desired state”
4. Select and plan the solution What’s the best way to do it? Make change plan; establish
measurement criteria
6. Evaluate the solution How well did it work? Solution verification; deal
with continuing problems
Source: Adapted from Garvin, D. A. Building a learning organization. Harvard Business Review, July-August 1993,
78-91; Brown, J. S., and Walton, E. Reenacting the corporation: Organizational change and restructuring of Xerox
Planning Review, September/October 1993, 5-8.
Bounded Rationality
Inadequate
Limited
Satisficing Information Decisions
Search
and Control
Cultural blocks
Desire to conform to established norms
Overemphasis on competition or conflict avoidance
Drive to be practical and to economize
Disbelief in the value of open-ended exploration
Source: Adapted from Cosier, R. A., and Schrivenk, C. R. Agreement and thinking alike:
Ingredients for poor decisions. Academy of Management, February 1991, 71.