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Chapter 4: Individual and Group Decision Making

by: Kerrigan Unter

Chapter 4: Individual and Group Decision Making BADM 2101

Marketplace > George Washington University > Business Administration > BADM 2101 > Chapter 4 Individual and Group Decision Making
Kerrigan Unter
GPA 3.0
Management, Organizations, and Society
Davis, H

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Management, Organizations, and Society
Davis, H
Class Notes
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This 2 page Class Notes was uploaded by Kerrigan Unter on Monday October 19, 2015. The Class Notes belongs to BADM 2101 at George Washington University taught by Davis, H in Fall 2014. Since its upload, it has received 25 views. For similar materials see Management, Organizations, and Society in Business Administration at George Washington University.

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Date Created: 10/19/15
BADM 2101 Chapter 4 Individual and Group Decision Making Individual Decision Making Decision making a process of specifying the nature of a particular problem or opportunity and selecting among available alternatives to solve a problem or capture and opportunity decision making involves the act and the process formu1ation process involving identifying a problem or opportunity acquiring information developing desired performance expectations and diagnosing the causes and relationships among factors affecting the problem or opportunity solution process involving generating alternatives selecting the preferred solution and implementing the decided course of action rationa1 model 1 Identifying decision situations finding the problems and opportunities 2 Developing Objectives and Criteria find specific criteria and relative weightings 3 Generating Alternatives based off of past solutions and creating new solutions 4 Analyzing Alternatives identify feasible solutions that will give the best results 5 Selecting Alternatives choose alternative that maximizes the desired outcomes 6 Implementing the Decision outline required actions and resources delegate tasks and determine resistance 7 Monitoring and Evaluating Results gather information and compare it to objectives and standards that were established Herbert Simon developed the bounded rationality model bounded rationality model model that assumes that people usually settle for acceptable rather than maximum options because the decisions they confront typically demand greater informationprocessing capabilities than they possess Factors that hamper accurate problem identification and analysis 0 Information bias 0 Uncertainty absorption 0 Selective perception 0 Stereotyping 0 Cognitive complexity 0 Stress satisficing tendency for decision makers to accept the first alternative that meets their minimally acceptable requirements rather than pushing them further for an alternative that produces the best results retrospective decision model decisionmaking model that focuses on how decision makers attempt to rationalize their choices after they are made perceptual distortion highlighting the positive features of the implicit favorite over the alternative intuitive decision making primarily subconscious process of identifying a decision and selecting a preferred alternative programmed decision standard response to a simple or routine problem nonprogrammed decision decision about a problem that is either poorly defined or novel Gresham s law of planning tendency for mangers to let programmed activities overshadow nonprogrammed activities Group Decision Making slower than individual decision making groupthink mode of thinking in which pursuit of agreement among members becomes so dominant that it overrides a realistic appraisal of alternative courses of action symptoms of groupthink illusion of invulnerability collective rationalization illusion or morality stereotyping selfcensorship illusion of unanimity mindguards manager and groups ability to make fast decisions 0 Accelerated cognitive processing 0 Smooth group process 0 Confidence to act multiple advocacy process to improve decision making by assigning several group members to represent the opinions of various constituencies that might have an interest in the decision dialectical inquiry occurs When a group or individual is assigned the role of questioning the underlying assumptions of problem formulation nominal group technique process of having group members record their proposed solutions summarize all proposed solutions and independently rank solutions until a clearly favored solution emerges


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