COMMUNICATION, ORGANIZATIONAL DECISION-MAKING Flashcards
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Zey, M. (1998). Rational Choice Theory and Organizational Theory CHAPTER 6 Criticisms of Rational Choice Models
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Zey, M. (1998). Rational Choice Theory and Organizational Theory CHAPTER 6 Criticisms of Rational Choice Models
Economist narrowly use the term rational to exclude decisions that are predicated on emotions, habit, and values. All behaviors that does not produce the rational outcome is irrational.
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Zey, M. (1998). Rational Choice Theory and Organizational Theory CHAPTER 6 Criticisms of Rational Choice Models
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Zey, M. (1998). Rational Choice Theory and Organizational Theory CHAPTER 6 Criticisms of Rational Choice Models
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Zey, M. (1998). Rational Choice Theory and Organizational Theory CHAPTER 6 Criticisms of Rational Choice Models
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Zey, M. (1998). Rational Choice Theory and Organizational Theory CHAPTER 6 Criticisms of Rational Choice Models
Although RCT, the dominant model of decision-making, is predicated on an economic metaphor, it has been generalized to explain all manner of behavior within the social science-A PROBLEM! Human behavior is more complex and is also predicated on normative factors and not just self-interest. The decisions based on value-laden, emotional-based, and altruistic motives are not limited to RCT. Neoclassical economic-based theory also fails to account for certain factors such as the origins of individual preferences and the complexities of choice. Students of organizational theory (OT) have begun to challenge the basis of RCT.
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Zey, M. (1998). Rational Choice Theory and Organizational Theory CHAPTER 6 Criticisms of Rational Choice Models
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Zey, M. (1998). Rational Choice Theory and Organizational Theory CHAPTER 6 Criticisms of Rational Choice Models
RCT fails to acknowledge that people also make choices out of concern for others; Our choices may force others to constrain our future choices thus compelling us to factor other in our current choices.
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Simon (1957)
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Simon (1957)- Humans and organizations are limited in their information processing capabilities in making decision (bounded rationality). Time constraints, framing problems, and human cognitive limitations prohibit maximizing and optimizing. Humans cannot obtain complete information, discover all possible alternatives and outcomes before making decisions. Gathering full information is costly. Humans and organizations will only search so far until they reach a satisficing alternative toward the objectively and substantively utility (ends). Therefore Zey (1998) claims that decisions will be suboptimal.
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Lynn (2003)-
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Lynn (2003)-Public managers must incorporate rationality. Rational actions is one by which the goals and the means of achieving them corresponds (in the manager’s mind) corresponds to the relationship between goals and means and achieving them in real life. The public manager must seek out sound arguments to substantiate the means and ends. Though public managers cannot anticipate or calculate all consequences following from their actions does not vitiate the argument for intentional rationality in management
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
IN MY OPINION-Rationality is important in terms of accountability if a public managers is able to demonstrate that certain means were warranted. Perhaps using the Public Management as a craft approach can call upon best practices to demonstrate how past cases were handled by using the same means to attain the same ends. Rationality may be more acceptable than value-based decisions.
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Lindblom. (1959). The Science of Muddling Through
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Lindblom. (1959). The Science of Muddling Through
In this seminal paper, the author sets about to provide a comparison of incrementalism and rational decision-making. (Incrementalism is a method of working by adding to a project using many small (often unplanned), incremental changes instead of a few (extensively planned) large jumps. In public policy, incrementalism refers to the method of change by which many small policy changes are enacted over time in order to create a larger broad based policy change. This was the theoretical policy of rationality developed by Lindblom to be seen as a middle way between the Rational Actor Model and bounded rationality as both long term goal driven policy rationality and satisficing were not seen as adequate (Wikipedia.com). ) Public administrators who use incrementalism as a tool expect to achieve goals partially, and changes are made in achieving those goals and conditions and aspirations change and as prediction accuracy improved.
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Lindblom. (1959). The Science of Muddling Through
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Lindblom. (1959). The Science of Muddling Through
Public mangers as individuals must attempt to do the best they can under difficult, if not impossible circumstances, even when that means doing little more than muddling through or coping.
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Lindblom. (1959). The Science of Muddling Through
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Lindblom. (1959). The Science of Muddling Through
IN MY OPINION-Perhaps muddling through is the best approach particularly when public administrators are boundedly rational and do not have the complete information needed to make optimal decision. Perhaps suboptimal decisions are the safest bet.
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Simon, H.A. (1945). Some Problems of Administrative Theory
DECISION MAKING:
COMMUNICATION, ORGANIZATIONAL DECISION-MAKING
Simon, H.A. (1945). Some Problems of Administrative Theory
DECISION MAKING: Rational Choice presumes that there are goals and objectives that characterize organizations i.e. maximizing goals and objectives that organizations set out to reach.
COMMUNICATION, ORGANIZATIONAL DECISION-Simon, H.A. (1945). Some Problems of Administrative Theory
COMMUNICATION, ORGANIZATIONAL DECISION-
The next step is to seek out/search a set of alternatives that can be used to reach those goals. Simon (1957) notes that humans are boundedly rational or had limited capacities to process information and limited resources to seek out all possible alternatives. Thus a search for alternatives would be conducted until a satisficing alternative was uncovered. The search will stop as soon as a satisfactory alternative is found.
COMMUNICATION, ORGANIZATIONAL DECISION-Simon, H.A. (1945). Some Problems of Administrative Theory
COMMUNICATION, ORGANIZATIONAL DECISION-Simon, H.A. (1945). Some Problems of Administrative Theory
- The next step involves assessing the likely outcomes or consequences of selecting among the various available alternatives.
- Finally one will select the course of action or the alternative that maximizes the likelihood of attaining the highest value of achievement of the preferences of goals.
COMMUNICATION, ORGANIZATIONAL DECISION-
Pfeffer. (1981). Understanding the Role of Power in Decision Making
COMMUNICATION, ORGANIZATIONAL DECISION-
Pfeffer. (1981). Understanding the Role of Power in Decision Making
Power characterizes relationships among social actors by which individuals, subunits, or organizations have more or less power with respect to other social actors. A person’s power is compared in relation to others in that same social relationship. Power is a structural phenomenon created by division of labor and departmentation. Power that is legitimated is known as authority. Within formal organizations, norms and expectations develop that make the exercise of influence expected and accepted thus making social control of one’s behavior (by others) an expected part of organizational life. Power that it transformed into legitimacy into authority is not resisted. All employees (even lower subordinates possessing specialized knowledge) wield some level of power. Yet social consensus of lower tier individuals become accepted thus giving legitimacy to the authority of managers.
COMMUNICATION, ORGANIZATIONAL DECISION-
Graber. (2003). Constructing Networks. The Power of Communication: Managing Information in Public Organizations
U
Meyer-Emerick. (2005). Critical Social Science and Conflict Transformation: Opportunities for Citizen Governance
COMMUNICATION, ORGANIZATIONAL DECISION-
Graber. (2003). Constructing Networks. The Power of Communication: Managing Information in Public Organizations
U
Meyer-Emerick. (2005). Critical Social Science and Conflict Transformation: Opportunities for Citizen Governance
