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Lecture 13

GMS 200 Lecture Notes - Lecture 13: Organizational Culture, Bounded Rationality, Selective Perception


Department
Global Management Studies
Course Code
GMS 200
Professor
Shavin Malhotra
Lecture
13

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GMS ch13 notes
Data- Raw facts and observations
Information- Is data made useful for decision-making
Information is useful in management when met with these requirements:
1. Timely
2. High-Quality
3. Complete
4. Relevant
5. Understandable
Information Technology- Helps acquire, store, and process information.
Intelligence Information
Gathered from stakeholders(ex. Government agencies and creditors) and external environment
Internal Information - information that flows within an organization
Public Information - Disseminated to stakeholders and external environmental
Information Systems - Uses IT to collect, organization, and distribute data for use in decision-making
Management Information Systems (MIS)- meet the information needs of managers in making daily decisions
IT Advantages:
Planning - Timely access to useful information. More people in planning process
Organizing - Informed communication on all parts improving coordination an integration
Leading - Frequent and better communication with staff and diverse stakeholders, keeping objectives clear
Controlling - More immediate measures of performance results, allowing real-time solution to problems
Problem situations:
(1) Performance Deficiency- Occurs when actual performance is less than desired.
(Ex. Customer complains about service delay)
(2) Performance Opportunity- a situation either turns out better than anticipated or offers the potential to do so
Systematic Thinking - approaches problems in a rational and analytical fashion
Intuitive Thinking - approaches problems in a flexible and spontaneous fashion
Multidimensional Thinking - is an ability to address many problems at once
Strategic Opportunism - focuses on long-term objectives while being flexible in dealing with short-term problems
Cognitive Styles
- describe the way people deal with information while making decisions.
- Sensation Thinkers - Realistic approach. Hard 'facts', clear goals, certainty, and situations of high control
- Sensation Feelers - Realistic approach. they are open communicators and sensitive to feelings and values.
- Intuitive Thinkers - Idealistic approach. Are logical and impersonal and avoid details
- Intuitive Feelers - Prefer broad, global issues. Insightful, avoid detail; value flexibility and relationships
Types of Managerial Decisions
(1) Programmed and Non-programmed Decisions
Structured problems - are straightforward and clear with respect to information needs
Programmed Decision- applies a solution from past experience to a routine problem
Unstructured Problems - have ambiguities and information deficiencies
Non-Programmed Decision - applies a specific solution crafted for a unique problem
(2) Crisis Decisions
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