SPH-T 333 Chapter Notes - Chapter 13: Bounded Rationality

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18 May 2018
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ā€¢ Programmed decisions ā€“ repetitive and routine decisions that are made on the basis of clearly
defined policies and procedures and a manager past experiences. An example of the types of
problems this solves are a managers decision to exchange a returned purchase. Solved by lower
level managers.
ā€¢ Nonprogrammed decision ā€“ new and unique decisions that have no established guidelines or
procedures to direct the way this type of decision should be handled. An example would be a
deī„isioī…¶ aī…¶ orgaī…¶izatioī…¶ hasī…¶ā€™t had to faī„e iī…¶ the past. Solved ī„y seī…¶ior level ī…µaī…¶agers.
ā€¢ Certainty ā€“ a decision is made under a condition of certainty when the manager making the
decision knows exactly what the available alternatives are, and the cost benefits of each
alternative.
ā€¢ Risk ā€“ under a condition of risk, a decision maker has a basic understanding of the available
alternatives, but the potential cost and benefits associated with each are uncertain
ā€¢ Uncertainty ā€“ under conditions of uncertainty, the decision alternatives and their potential
outcomes are both relatively unknown, there is no historical data or past experience on which
to base a decision.
ā€¢ Bounded rationality ā€“ in any decision situation a manager has a limited perception; he cannot
possibly understand all of the available alternatives, and even if he does, the limits of the human
mind would not allow all of that information to be processed. In addition, any attempt at
rationality is constrained by the managers emotions and experience
ā€¢ Management science ā€“ involves using complex math and statistics to develop a solution to a
problem.
ā€¢ Coalitions ā€“ organizational level decisions are made by a coalition of managers, who do not all
have the time or cognitive ability to deal with all aspects of a problem.
ā€¢ Problematic searches ā€“ when a problem occurs managers quickly search around for a way to
handle or resolve it; as soon as one is found, the search stops.
ā€¢ Interrupts ā€“ events that result in a change in the pace or direction of the decision process. They
cause delays because they force an organization to go back and modify its solution, find another
one, or engage in political activity to remove and obstacle
ā€¢ Organized anarchy ā€“ technologies are changing and poorly understood; alliances, preferences,
and perceptions are changing; problems, solutions, opportunities, ideas, people and outcomes
are mixed together in a way that makes their interpretation uncertain and their connections
unclear
ā€¢ Garbage can model ā€“ four independent streams of events that draw our attention to the role
that chance and timing play into the decision making process.
o Problems
o Choice opportunities
o Participants
o Solutions
ā€¢ Sporadic decision ā€“ made in a manner characterized by disruption and delay. Short periods of
activity are followed by delays during which information is gathered and the various
constituents in the process argue over the relative merits of what has been uncovered
ā€¢ Fluid decision ā€“ have fewer and less serious interruptions than in sporadic decisions. Fewer
experts are involved and the whole process is quicker
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