Organizational Behavior

1. Presentation Slides to Accompany Organizational Behavior 10 th Edition Don Hellriegel and John W. Slocum, Jr. Chapter 13 — Making Decisions in Organizations

14. Slide 13.10 Portion of Xerox’s Rational Decision Process 1. Identify and select problem What do we want to change? Identification of the gap; describe “desired state” Key cause(s) documented and ranked Solution list Make change plan; establish measurement criteria Solution in place Solution verification; deal with continuing problems STEP QUESTION TO BE ANSWERED WHAT’S NEEDED TO GO TO NEXT STEP What’s preventing us from reaching the “desired state”? How could change be made? What’s the best way to do it? Are we following the plan? 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. How well did it work? 2. Analyze problem 3. Generate potential solutions 4. Select and plan the solution 5. Implement the solution 6. Evaluate the solution

15. Slide 13.11 Bounded Rationality Model Bounded Rationality Limited Search Inadequate Information and Control Decisions Satisficing

22. Slide 13.17 Decision Making with a Devil’s Advocate A proposed course of action is generated. A devil’s advocate is assigned to criticize the proposal. A critique is presented to key decision makers. The decision is monitored. The decision to adopt, modify, or discontinue the proposed course of action is taken. Any additional information relevant to the issues is generated. Source: Adapted from Cosier, R. A., and Schrivenk, C. R. Agreement and thinking alike: Ingredients for poor decisions. Academy of Management , February 1991, 71. Repeat process, if needed.