1. What is organizational decision-making? How are programmed versus non-
programmed decision-making different? Give an example that is different from the book. rganizational decision-making is the process of responding to a problem b! searching for and selecting a solution or course of action that will create the most value for organizational stakeholders. " difference between programmed and non-programmed decision making is how the decision making occurs. With programmed decision making involving selecting the most effective-eas!# repetitive# and routine- operating procedures to handle an organizations ongoing value activities. $on-programmed involves striving to create and implement the to adapt to changing and uncertain conditions. With no rules# routines can be developed to handle these problems in advance cause the! are uni%ue or unexpected. &olutions must be found after problems have arisen '(he network below shows the management hierarch! of a division in a ma)or cooperation. *ach node designates an emplo!ee in the organization. $odes are labeled b! the person+s position and color-coded b! their organizational level. (he black links designate formal reporting relationships.' www.orgnet.com/decisions.html (his graphical representation shows how the decision making process is conducted in a large cooperation and who has the most authorit! within the decision making process# the general manager being the center of the organization and the one with the most power feeding out to other line managers and emplo!ees. ,. What is the difference between the rational model and the -arnegie model of decision- making? Wh! is this important to !ou as a manager? " difference between .ational and the -arnegie model of decision-making is when its time to make a decision how much information goes into the process. (he .ational decision makes a choice based on what is best for the organization# using a lot of information gathered from ever!one. (he -arnegie model with suggest choosing an option that is most satisfactor! for the organization# with limited information searches to identif! problems and alternative solutions. (o elaborate more# for the rational model# decision making is a straightforward three- stage process. "t stage 1# managers identif! problems that need to be solved. "t stage ,# managers seek to design and develop a series of alternative courses of action to solve the problems the! have identified. /inall!# at stage 0# managers compare the likel! conse%uences of each alternative and decide which course of action offers the best solution to the problem the! identified in stage 1. (he -arnegie model recognizes the effects of 1satisficing#2 bounded rationalit!# and organizational coalitions. (he information is limited# the solution is chosen b! compromise# bargaining# and accommodations between organizational coalitions# and the solution chosen is satisfactor! for the organization. 3resource class textbook pages 004# 005 and 0067 0. *xplain what organizational learning is and wh! it is important. How do the levels of organizational learning impact the firm? (his is the process where managers tr! to improve the members of the organization willingness and abilit! to comprehend and manage the organization and its environment and to make decisions continuousl! raising organizational effectiveness. 8t is important for emplo!ees to know how to anal!ze how the organization performs and b! doing this it improves production throughout the entire compan!. (he individual level of learning emplo!ees maximize their skills which encourages them to be more responsible for their decisions. (he group level learning encourages different groups in the organization to learn from each other. (hese groups help to promote organizational learning. rganizational level learning helps to create the organizations culture and norms. "daptive cultures promotes new ideas# and rewards risk taking. 8nterorganizational level learning helps a compan! improve their effectiveness b! learning from their suppliers about new wa!s to handle business. Resource: textbook pages 341-349 4. "s a manager how would !ou handle knowledge management? Wh! is this important? "s a manager 8 would handle knowledge management with importance using the personalization approach. (his wa! there are people in place where other emplo!ees can go to for help and find solutions to problems. (hink it is important to have that opportunit! to have s!nerg! and communication between departments of an organization so knowledge management can help create that -ompanies like H9# -hevron# and (exas 8nstruments like the book mentioned do better using the knowledge management and spend mone! to maintain these s!stems. 5. *xplain 0 factors that impact organizational learning and how the! can be managed. -ognitive structure: (he s!stem of interrelated beliefs# preferences# expectations# and values a person uses to define problems and events. -ognitive biases: /actors that s!stematicall! bias cognitive structures and affect organizational learning and decision making. -ognitive dissonance: (he state of discomfort or anxiet! a person feels when there is an inconsistenc! between his or her beliefs and actions. rganizations can use several means to overcome the effect of cognitive biases and promote learning and change: implement strategies for organizational learning# increase the breadth and diversit! of the top-management team# use devil+s advocac! and dialectical in%uir!# use game theor!# and develop a collateral organizational structure. .esource: rganizational (heor!# ;esign# and -hange# Gareth .. <ones# &ix edition. 9age 04=# 05,. 6. What is game theor!? How is this important to !ou as a manager? 1Game theor! is the stud! of the wa!s in which strategic interactions among economic agents produce outcomes with respect to the preferences 3or utilities7 of those agents# where the outcomes in %uestion might have been intended b! none of the agents2 3http:>>plato.stanford.edu>entries>game-theor!>7. 8t is important to me as a manager because it can improve decision making and enhance learning# leading to overall better strategic planning. ?anagers need to anticipate how their rivals will respond to whatever might be their completive moves. (he! also need to reason backward so the! can anticipate which opportunities the! should pursue based on what the! think their competitors would react. @. *xplain the role of a devils advocate and dialectic in%uir! in running an organization. 8n an organization the role of the person willing to be a devil+s advocate is to stand up and identif! and challenge the flaws in an assessment# plan# or strateg! of more powerful people. ther roles are to resist influence attempts and to work to convince other emplo!ees or other stakeholders that the implication of new plans and>or ideas ma! be flawed# wrong# and harmful to the organization. 3http:>>www.businessdictionar!.com>definition>devil-s-advocate.html7 (his and a related techni%ue# dialectical in)ur!# are useful for overcoming cognitive biases and promoting organizational learning. ;ialectic in)ur! is the formation of proposal and counter proposal teams. 9roposal groups develop a plan# compiling a short list of assumptions underl!ing in the plan. (hen this is given to the counter-proposal group who develop a counter-plan that looks at all assumptions# breaking them down# to invent a possible counter- assumption. (he! us these counter-assumptions to surface new data# re-interpret old data# and devise a counter-plan. 3http:>>www.m!coted.com>;ialecticalA"pproaches7 -*ric ?ettler
Test Bank For Organizational Behavior Improving Performance and Commitment in The Workplace 7th Edition Jason Colquitt Jeffery Lepine Michael Wesson Download