Class Notes (807,524)
Canada (492,700)
Commerce (698)
COMM 292 (45)
All (14)

Chapter 12.doc

12 Pages
Unlock Document

University of British Columbia
COMM 292

PART 4 SHARING THE ORGANIZATIONAL VISIONChapter 12 Decision Making Creativity and EthicsHOW SHOULD DECISIONS BE MADEdecisionschoices made from 2 or more alternativesdecisions making reaction to problem discrepancy btwn some current state of affairssome desired state OR opportunity when sth unplanned happens giving rise to thoughts abt new ways of proceedingThe Rational DecisionMaking Processrationalrefers to choices that are consistentvaluemaximizing within specified constraintsrational decisionmaking6step decisionmaking model that describes how ppl should behave in order to max some outcomeThe Rational DecisionMaking Model 6 stepsDefine the Problemproblem exists when discrepancy occurs btwn currentdesired state1Identify the Criteria2determine whats relevantimportant in making decisionsolving problembrings in decision makers interests values similar personal preferencesAllocate Weights to the criteria identified are rarely all equal in importance so need to give them 3Criteriacorrect priority in decisionDevelop Alternativeswhich could succeed in resolving problem 4 no attempt made to assess these alternatives yetonly list themEvaluate the Alternativesstrengthsweaknesses of each alternative5Select the Best Alternativedone by evaluating each alternative against the weighted criteria6select the one w highest scoreAssumptions of the ModelProblem clarityproblem is clearunambiguous decision maker has complete info reagarding decision situationKnown optionsdecision maker can identify all relevant criteria can list all workable alternatives is aware of all possible consequences of each alternativeClear preferencescriteria and alternatives can be rankedweighted to reflect their importanceConstant preferencesspecific decision criteria are constant weights assigned to them are stable over timeNo timecost constraintsdecision maker can obtain full info about criteriaalternatives bc theres no timecost constraintsMaximum payoffdecision maker will choose alternative that yields highest perceived valuePART 4 SHARING THE ORGANIZATIONAL VISIONHOW DO INDIVIDUALS ACTUALLY MAKE DECISIONS in real life not all decisions made according to Rational ModelProblem Identificationone persons problem may be another persons acceptable status quovisible problemsmore likely to be selected than important onesWhy its easier to recognize visible problemsmakes decision makers appear competenton top of problems bc theyre visible to othersselfinterest makes decision maker select problems important to himself rather than to orgtendency to attack highprofile problems bc leads to higher rated performanceBounded Rationality in Considering Alternativesbounded rationalitylimitations on a persons ability to interpret process and act on infothus ppl are not able to discoverconsider every alternativeinstead identify a limited list of more obvious choicesrather than carefully reviewingevaluating ppl settle on alternative thats good enough and ends the searchsatisficeto provide a solution thats both satisfactorysufficient good enough decision makes choose final solutions that satisfice rather than optimize eg manager interviews job candidates only until someone good enough is foundIntuitiongrowing recognition that relying on intuition can improve decision makingcan be wrong good intuition results from recognition of pattern in situationdrawing upon previous learned info to arrive quicklydecisionintuitive decision makingsubconscious process created out of a persons many experiencesdoes not necessarily operate wo rational analysisbest used when timefacts limited policies rules guidelines do not give clear advice uncertainty exists quantitative analysis of little use no precedent variables less scientifically predictable several plausible solutionsWhen making decisions make sure youdefine problem as best as you canare clear on factors that will be used to make decisioncollect enough alternatives that you can clearly differentiate among themJudgment Shortcutsheuristicsjudgment shortcuts in decision making
More Less

Related notes for COMM 292

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.