Decision-Making in Organizational Behavior Management
Decision-making in organizational behavior is the process of choosing a course of action from among various alternatives. In other words, decision-making is the core essence of management, through which an organization achieves its goals by selecting a solution.
The Principles and Foundations of Decision-Making
Cognitive Foundations of Decision-Making
Emphasizing and focusing on decision-making (Herbert Simon’s Theory): Decision-making is considered the fundamental essence of management. Herbert Simon argued that the quality of management is directly related to the quality of decision-making. He believed that decision-making, in itself, is the most crucial task for a manager. This is because the quality of plans and programs, the effectiveness and efficiency of strategies, and the quality of the results obtained from their implementation are all dependent on the quality of decisions made by the manager.
Decision-Making Process
This process includes the following:
Problem Identification: A problem or issue arises when there is a gap between the current state and the desired state. Therefore, we must have a clear definition of the problem in mind so that we know what decision we want to make.
Identifying Limiting Factors or Critical Elements: In defining a problem, the manager needs to consider the limiting factors.
Development of Potential Options: Preparing a list of possible options for solving the problem.
Evaluation of options: In this process, the strengths and weaknesses of each option are specified. Which option is positive and which option is negative.
The distinction between decision-making space and decision-making
The decision-making environment is somewhat unclear, where the decision-maker cannot clearly see all the factors in the environment. The space is disorganized, with high expectations, a weak communication network, incomplete information, and intense competition for power. The decision-making space is a bright and transparent space, where all elements are clear and transparent. It is characterized by self-confidence, assurance, resistance to incorrectness, rational tranquility, and mutual trust. The space is ready for the growth and development of others and…
The Spectrum of Decision-Making Conditions
All individuals, when making decisions, need to evaluate various solutions, and most of these decisions are related to future events that may not be easily predicted.
Types of Decision-Making References
Individual Decision Making: This process is influenced by factors such as motivation, anxiety, pain, suffering, anger, fatigue, etc. The consequences of individual decision-making can extend over the years. It is evident that not all individual decision-making can be accurate and entirely effective.
Group Decision Making: In this decision-making approach, managers seek the help of a group of specialists and experts to make decisions. Undoubtedly, the education and experiences of group members and information exchange will lead to finding the best decision when the manager can skillfully bring together the pieces in group decisions and compel group members to express their opinions using scientific and technical leadership methods.
Organizational Decision Making: This method is rational, and perhaps the only way to make decisions. It may be beneficial in legislative bodies for decision-making, but in an administrative institution or an industrial company where responsibilities and authorities are defined in its organizational hierarchy, employing this method will result in beneficial outcomes.
The Difference between Individual and Group Decision-Making
Individual Decision Making:
Process: Fast process, preference for individual judgment, increased interest in decision-making, and an enhanced focus on achievement motivation.
Decision-Making Methods:
Rational Approach: Decision-maker, if able to achieve a desirable outcome, is considered rational, and the decision taken is logical and prudent.
Bounded Rationality: When faced with complex issues, the response tends to limit the problems to those easily understood.
Intuitive-Heuristic Approach: Involves unconscious feelings and intuitions derived from experience. The decision-maker acts neither logically nor objectively, but based on personal taste and preferences.
Group Decision Making:
Process: Involves a calm process, more intellectual assistance, complex task division, increased decision-making alternatives, and increased exploration of issues.
Decision-Making Methods
Brainstorming: Individuals present possible solutions without initially considering their feasibility. Quantity of solutions is important, and this method generates new theories.
Delphi Technique: Begins with experts and specialists providing solutions to an issue through a questionnaire. It aims to achieve a consensus on the best solution.
Nominal Group Technique: Used when time is limited. Members of a group (usually 7-10) sit around a table, and their problem is presented.
Organizational Decision Making:
Approach: Uses both rational and intuitive processes. However, decisions at the organizational level are usually not made by a single manager. Many organizational decisions involve multiple managers with different perspectives and opinions.
These decision-making methods reflect the need for individuals and groups to behave in a way that maximizes the result and scope of their decisions. The interpretations of these methods include:
Rational Approach: Emphasizes achieving a desirable outcome, leading to a rational and logical decision.
Bounded Rationality: Restricts complex problems for easier understanding.
Intuitive-Heuristic Approach: Relies on unconscious feelings and intuitions, considering personal taste and preferences.
It’s important to note that each method has its advantages and disadvantages, and the choice depends on the specific context and requirements of the decision at hand.
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