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Organizational Behavior

The document discusses various models of decision making including the rational model, Simon's bounded rationality model, and the garbage can model. It also covers general decision making styles, the role of intuition in decision making, and stages of the creative process.

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Ayman el3sh
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41 views20 pages

Organizational Behavior

The document discusses various models of decision making including the rational model, Simon's bounded rationality model, and the garbage can model. It also covers general decision making styles, the role of intuition in decision making, and stages of the creative process.

Uploaded by

Ayman el3sh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 20

Dr.

Christine Karmy

ORGANIZATIONAL
BEHAVIOR

C
Group
Ayman Mohamed Bedeir Abdulwahab
Mohamed Ali Ahmed Elwaya
Mohamed Emad Ldin Moustafa
Ahmed Mohamed Ahmed Elshazly
Mohamed Abdulhamid Eliwa
Hossam Mohamed Nazik Almohamdy
Hind Abdulsalam Mahmoud Abdulateif
WELCOME TO
OUR PRESENTATION
Decision Making
identifying and choosing solutions that lead to a desired state of affairs

Page 02 0f 20
MODELS OF DECISION MAKING
The Rational Model

Stage 1 Stage 2 Stage 3 Stage 4


Identify the problem Generate alternative Evaluate alternatives Implement and
or opportunity solutions. and select solution. evaluate the solution
chosen

Page 03 of 20
IDENTIFYING THE PROBLEM

GENERATING SOLUTIONS

SELECTING A SOLUTION

IMPLEMENTING AND
EVALUATING THE SOLUTION

Page 04 of 20
Question ?

LAYLA IS NEVER HAPPY WITH


"GOOD ENOUGH" SOLUTIONS. SHE
IS DETERMINED TO FIND THE BEST
POSSIBLE SOLUTION IN SOLVING
HER PROBLEMS. WHAT LAYLA IS
DOING IS DESCRIBED AS :

A. Optimizing
B. Brainstorming
C. Rationalizing
D. Satisfying
Page 05 of 20
Summarizing the Rational Model

1.THE QUALITY OF DECISIONS


MAY BE ENHANCED
2.IT MAKES THE REASONING
BEHIND A DECISION
TRANSPARENT
3.IF MADE PUBLIC, IT
DISCOURAGES THE DECIDER 2022
FROM ACTING ON SUSPECT
CONSIDERATIONS
Page 06 of 20
Simon’s Normative Model

BOUNDED RATIONALITY

REPRESENTS THE NOTION THAT


DECISION MAKERS ARE
“BOUNDED” OR RESTRICTED BY
A VARIETY OF CONSTRAINTS
WHEN MAKING DECISIONS

SATISFICING
2022
CHOOSING A SOLUTION THAT
MEETS SOME MINIMUM
QUALIFICATIONS, ONE THAT IS
“GOOD ENOUGH.” Page 07 of 20
Simon’s Normative Model

MOST FREQUENT CAUSES OF


POOR DECISION MAKING
Poorly defined Unclear company Unwillingness of Lack of reliable,
processes and vision, mission, and leaders to take timely
practices goals responsibility information

www.reallygreatsite.com Page 08 of 20
GARBAGE
CAN MODEL
decision making is sloppy and
haphazard.
IMPLICATIONS OF THE
decisions result from complex
GARBAGE CAN MODEL
1. More pronounced in industries that rely on
interaction of four independent science-based innovations
streams of events: problems, 2.Many decisions are made by oversight
3.Political motives frequently influence decision
solutions, participants and
makers
choice opportunities 4.Important decisions are more likely to be solved

Page 09 of 20
Integrating Rational and
Non-rational Models

IN A
A SIMPLE COMPLICATED
CONTEXT CONTEXT
is stable, and clear cause-and-effect there is a clear relationship between
relationships can be discerned, so cause and effect, but some people may
the best answer can be agreed on. not see it, and more than one solution may
be effective.

www.reallygreatsite.com Page 10 of 20
Integrating Rational and
Non-rational Models

IN A IN A
COMPLEX CHAOTIC
CONTEXT CONTEXT
there is one right answer, but there are so cause-and-effect relationships are
many unknowns that decision makers changing so fast that no pattern
don’t understand cause-and-effect emerges.
relationships.

Page 11 of 20
A Model of Evidence-Based Decision Making
(EBDM)

STEP1 STEP2 STEP3 STEP4 STEP5


Identify the Gather Gather Gather views Integrate and
problem or internal external stakeholders critically
opportunity evidence or evidence affected by appraise all
data about about the decision and data and
the problem, problem consider then make a
and evaluate from ethical decision
its relevance published implications
and validity research
Page 12 of 20
SEVEN IMPLEMENTATION
PRINCIPLES
1.Treat your organization as an 5.Like everything else, you still need
unfinished prototype to sell it
2.No brag, just facts 6.If all else fails, slow the spread of
3.See yourself and your bad practice

organization as others do 7.The best diagnostic question:

4.Evidence-based management is what happens when people fail?

not just for senior executives Page 13 of 20


Question ?

WHY IS IT HARD TO BE
EVIDENCED BASED?

1.There’s too much evidence.


2.There’s not enough good evidence.
3.The evidence doesn’t quite apply.
4.People are trying to mislead you.
5.You are trying to mislead you.
6.The side effects outweigh the cure.
7.Stories are more persuasive anyway.
Page 14 of 20
GENERAL DECISION
MAKING STYLES
Value orientation
reflects the extent to which an individual
focuses on either task and technical
concerns or people and social concerns
when making decisions

Tolerance for ambiguity


extent to which a person has a high need
for structure or control in his life

Page 15 of 20
Question ?

JOE HAS A LOW TOLERANCE FOR


AMBIGUITY AND IS GENERALLY ORIENTED
TOWARDS TASK AND TECHNICAL CONCERNS
WHEN MAKING DECISIONS.
JOE CAN BE DESCRIBED AS HAVING WHICH
DECISION-MAKING STYLE?

A.Directive
B.Analytical
C.Conceptual
D.Behavioral Page 16 of 20
THE ROLE OF INTUITION
IN DECISION-MAKING
INTUITION
represents judgments, insights, or decisions that “come to mind
on their own, without explicit awareness of the evoking cues and
of course without explicit evaluation of the validity of these cues.

Page 17 of 20
A MODEL OF INTUITION
Holistic hunch
judgment that is based on a
subconscious integration of
information stored in memory

Automated experiences
choice based on a familiar
situation and a partially
subconscious application of
previously learned information
related to that situation

Page 18 of 20
The Stages of the creative process

CREATIVITY
process of using intelligence,
imagination, and skill to develop
a new or novel product, object,
process, or thought

Page 19 of 20
Group C
Dr.Christine Karmy

THANK
YOU
Page 20 of 20

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