Organizational Behaviour and Management

Definitions
Communication - the process by which people convey and receive information to and from each other
Decision making - a process of selecting a particular course of action from among the options available
Problem solving - the activity of generating a solution to a recognized problem

A model of communication
Figure 8.1

Human communication
Figure 8.2

Human communication within organizations
Figure 8.3

The two dimensions of communications
Figure 8.4

Increasing number and complexity of communication linkages

Communications within organizations
Communications in large organizations needs to be managed carefully:
Limitation
Procedure Teamwork
Automation
Separation
Jargon

Communications processes
Communication - four general functions:
Information processing
Co-ordination
Visioning
Personal expression
Methods of communication:
Written
Oral
Non-verbal
Electronic

The manager’s communication network
Figure 8.6

Seating arrangements for effect
Figure 8.7

Non-verbal communications
Table 8.2

Listening Skill Sets
Table 8.3

Guidelines for providing effective interpersonal feedback
Table 8.4

Guidelines for receiving interpersonal feedback
Table 8.5

The Johari Window and the processes for increasing awareness (1)
Figure 8.8a

The Johari Window and the processes for increasing awareness (2)
Figure 8.8b

Factors influencing decision processes and outcomes
Figure 8.9

Decision making models
Programmed and non-programmed decision making
Rational model
Bounded rationality model

Heuristics
Heuristics refer to mental shortcuts or cognitive ‘rules of thumb’
Judgemental heuristics, biases and errors:
availability heuristic
representativeness heuristic
prospect theory
endowment effect
anchoring and adjustment effects
illusion of control
hindsight bias
implicit favourite bias
nonrational escalation of commitment

Group-level decision making
Concordet Jury Theorem
Concordet’s Paradox
Group polarization (risky shift phenomenon)
Groupthink

Symptoms of Groupthink
Table 8.6

Preventing groupthink
Figure 8.10

Improving decision making within groups and teams
Janis (1982, 1989; Janis & Mann, 1977) suggests a decision making approach involving:
Identifying decision objectives and the requirements that make the decision successful
Developing as complete a set of well-defined options
Searching out extensive information regarding the relative merit of different options
Engaging in critical and reflective assessment of the options
Reconsidering and re-examining all the pros and cons of the alternatives
Assessing and if possible improving the costs, benefits, and risks associated with the preferred choice.
Developing implementation plans, monitoring of progress and appropriate action of risk factors interfere with decision implementation

Improving decision making within groups and teams
Devil’s advocate
Dialectical Inquiry
Reflexivity
Production paradox
Brainstorming
Nominal Group Technique
Delphi Technique
Stepladder technique

Models of organizational decision making
Management science model
Carnegie Model
Incremental Decision Making Model (science of muddling through)
Garbage Can Model

Daft’s Contingency Framework for Using Decision Models
Figure 8.11