Final Exam Flashcards
Rational Model
assumes complete logic in decision making
Alternate Models
due to various constraints, many decisions in orgs are not purely rational
Organizational decision makers
characterized by bounded rationality - attempt to make logical decisions, but cognitively limited (by time + resources)
Nutt’s Normative Model
Formulation Concept Development Detailing Evaluation Implementation
Formulation
define the problem; needs assessment (Ex. Michael sees there’s a surplus)
Concept development
ideas generated (Ex. generate ways to spend money)
Detailing
gather info/research from subgroups (Ex. Michael brings in Hank)
Evaluation
judge cost/benefit - scrutiny (chairs verses copier)
Implementation
Launch (they buy chairs)
Optimal decision
the goal of Nutt’s normative model
shortcomings of Nutt’s model
- Few use all stages
- Don’t want to reinvent the wheel
- Don’t consider rationale for decision (why/how?)
- Often make hasty implementation w/o identifying other possibilities
- concept development is overlooked
March & Simon “Satisficing)
optimizing, bounded rationality - finding the single best solution to an org problem
analogical
in decision making, an intuitive process that is neither logical or illogical - going off past experience
How did your experience in the Bomb Shelter activity bear on these models of organizational decision making?
→ Most people satisficed, we didn’t approach it rationally. There is no right or wrong answer, it point to the fact that even though we may try to optimize, sometimes it isn’t possible.
What is groupthink?
“a mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members ‘ striving for unanimity overrides their motivation to realistically appraise alternative courses of action”.
What are characteristics of groupthink?
Illusion of invulnerability, illusion of morality, Stereotyping, self-censorship, illusion of unanimity, direct pressure on dissidents, reliance on self-appointed mindguards
illusion of invulnerability
nothing can go wrong within the group
Illusion of morality
the virtues of the group are beyond reproach
stereotyping
categorizing others outside the group in ways that see their views as unacceptable
self-censorship
overt restraint of a group member offering opinions counter to the prevailing thought in the group
illusion of unanimity
statement of group agreement while private doubts and disagreements are suppressed
direct pressure on dissidents
coercive force that obliges group members to behave and think in similar ways
reliance on self-appointed mind guards
protection of the group from contrary information from outside influences.
Classical
Socialization seen as a way to ensure that employees are properly trained for maximum effectiveness and efficiency.
Research might evaluate training programs or consider socialization strategies as a means of reducing employee turnover.
Human relations
Socialization seen as a way to maximize the possibility that employees will be highly satisfied organizational members.
Research might evaluate the extent to which socialization practices help employees satisfy higher order needs.
human resources
Socialization seen as a way to maximize the contributions employees can make to the organization
Research might consider the extent to which selection processes will attract recruits who can contribute to organizational goals.
Systems
socialization seen as a boundary transition between “outside” and “inside” the system.
Research might consider the role of comm networks on the adaption of newcomers
Cultural
Socialization seen as a process through which newcomers come to understand the values and norms of the new organizational culture.
Research might consider sensemakng strategies of new employees
Constitutive
Socialization seen in terms of the membership negotiation flow that constitutes the organization rather than as a transition across the boundaries of a container. Research might look at ongoing discourse processes that contribute to member identification with the organization.
critical
Socialization seen as a process through which organizational owners and managers develop and maintain hegemonic relationships with employees. Research might consider how socialization tactics serve as instruments of unobtrusive control.
Feminist
Socialization seen as a process that is potentially gendered as new employees are introduced to rational and patriarchal organizational systems. Research might encourage alternative modes of recruitment and assimilation that would encourage alternative and feminine values.
What is uniformity?
how the change spread across the organization as a whole (did sales implement it the same way as the ppl in research and development?)
5 prototypical communication strategies?
Spray & pray, tell & sell, Underscore & explore, Identify & reply, withhold & uphold
Which communication strategy is most effective?
Underscore and explore
Spray and pray
showers with information, tell everything
tell and sell
tells issues and sells employees on approach
underscore and explore
focuses on fundamental issues and allows employees freedom to explore possibilities
identify and reply
listens to employees concerns & responds
withhold and uphold
holds back as much info as possible
What are 3 concerns typical of stakeholders?
performance, normative, uncertainty
Performance concern
how will this affect our ability to get our work done
normative concern
How will this change affect the culture and how we usually do things? (Change might be effective but it’s not consistent with the style of the organization)
Uncertainty concern
what do we know or don’t know about the change?
Stakeholder engagement model 2 key questions
- Do we see the see the stakeholders as a symbol or a resource?
- Are select or divers stakeholders included?
Symbols
Stakeholders are told that they are considered important participants in the change
Resource
Stakeholders are given decision making power and resource control over whether to adopt change and how to implement it; Stakeholders are encouraged to put forward ideas (voice, little power)
Bankrupt participation
(Symbol) stakeholders have little power, little info about change.
Avoid because trying to force their hands open; bad feelings about the change (select)
Privileged Empowerment
(Resource) Hinges on the power and the stakeholders involved and the quality of their engagement (Diverse)
Ritualistic participation (symbol)
Input sought, typically ignored
Widespread empowerment
(Resource) Communicatively intensive, questions of fidelity and uniformity out the window, need to be open to the fact that the change may not be what you had in mind, the change might be changed
Media Richness Theory (MRT
the communication channels available to the org manager differ in their capability to convey information based on factors such as the use of multiple cues, the availability of feedback, and the personal focus of the medium
Rich vs Lean media
rich = face to face lean = flyer in the mailbox,
Levels of MRT that influence media selection
task ambiguity
media richness
