Final Exam

Question 1

Rational Model

Answer 1

assumes complete logic in decision making

Question 2

Alternate Models

Answer 2

due to various constraints, many decisions in orgs are not purely rational

Question 3

Organizational decision makers

Answer 3

characterized by bounded rationality - attempt to make logical decisions, but cognitively limited (by time + resources)

Question 4

Nutt’s Normative Model

Answer 4

Formulation
Concept Development
Detailing
Evaluation
Implementation

Question 5

Formulation

Answer 5

define the problem; needs assessment (Ex. Michael sees there’s a surplus)

Question 6

Concept development

Answer 6

ideas generated (Ex. generate ways to spend money)

Question 7

Detailing

Answer 7

gather info/research from subgroups (Ex. Michael brings in Hank)

Question 8

Evaluation

Answer 8

judge cost/benefit - scrutiny (chairs verses copier)

Question 9

Implementation

Answer 9

Launch (they buy chairs)

Question 10

Optimal decision

Answer 10

the goal of Nutt’s normative model

Question 11

shortcomings of Nutt’s model

Answer 11

• 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

Question 12

March & Simon “Satisficing)

Answer 12

optimizing, bounded rationality - finding the single best solution to an org problem

Question 13

analogical

Answer 13

in decision making, an intuitive process that is neither logical or illogical - going off past experience

Question 14

How did your experience in the Bomb Shelter activity bear on these models of organizational decision making?

Answer 14

→ 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.

Question 15

What is groupthink?

Answer 15

“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”.

Question 16

What are characteristics of groupthink?

Answer 16

Illusion of invulnerability, illusion of morality, Stereotyping, self-censorship, illusion of unanimity, direct pressure on dissidents, reliance on self-appointed mindguards

Question 17

illusion of invulnerability

Answer 17

nothing can go wrong within the group

Question 18

Illusion of morality

Answer 18

the virtues of the group are beyond reproach

Question 19

stereotyping

Answer 19

categorizing others outside the group in ways that see their views as unacceptable

Question 20

self-censorship

Answer 20

overt restraint of a group member offering opinions counter to the prevailing thought in the group

Question 21

illusion of unanimity

Answer 21

statement of group agreement while private doubts and disagreements are suppressed

Question 22

direct pressure on dissidents

Answer 22

coercive force that obliges group members to behave and think in similar ways

Question 23

reliance on self-appointed mind guards

Answer 23

protection of the group from contrary information from outside influences.

Question 24

Classical

Answer 24

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.

Question 25

Human relations

Answer 25

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.

Question 26

human resources

Answer 26

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.

Question 27

Systems

Answer 27

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

Question 28

Cultural

Answer 28

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

Question 29

Constitutive

Answer 29

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.

Question 30

critical

Answer 30

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.

Question 31

Feminist

Answer 31

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.

Question 32

What is uniformity?

Answer 32

how the change spread across the organization as a whole (did sales implement it the same way as the ppl in research and development?)

Question 33

5 prototypical communication strategies?

Answer 33

Spray & pray, tell & sell, Underscore & explore, Identify & reply, withhold & uphold

Question 34

Which communication strategy is most effective?

Answer 34

Underscore and explore

Question 35

Spray and pray

Answer 35

showers with information, tell everything

Question 36

tell and sell

Answer 36

tells issues and sells employees on approach

Question 37

underscore and explore

Answer 37

focuses on fundamental issues and allows employees freedom to explore possibilities

Question 38

identify and reply

Answer 38

listens to employees concerns & responds

Question 39

withhold and uphold

Answer 39

holds back as much info as possible

Question 40

What are 3 concerns typical of stakeholders?

Answer 40

performance, normative, uncertainty

Question 41

Performance concern

Answer 41

how will this affect our ability to get our work done

Question 42

normative concern

Answer 42

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)

Question 43

Uncertainty concern

Answer 43

what do we know or don’t know about the change?

Question 44

Stakeholder engagement model 2 key questions

Answer 44

1. Do we see the see the stakeholders as a symbol or a resource? 2. Are select or divers stakeholders included?

Question 45

Symbols

Answer 45

Stakeholders are told that they are considered important participants in the change

Question 46

Resource

Answer 46

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)

Question 47

Bankrupt participation

Answer 47

(Symbol) stakeholders have little power, little info about change. Avoid because trying to force their hands open; bad feelings about the change (select)

Question 48

Privileged Empowerment

Answer 48

(Resource) Hinges on the power and the stakeholders involved and the quality of their engagement (Diverse)

Question 49

Ritualistic participation (symbol)

Answer 49

Input sought, typically ignored

Question 50

Widespread empowerment

Answer 50

(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

Question 51

Media Richness Theory (MRT

Answer 51

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

Question 52

Rich vs Lean media

Answer 52

``` rich = face to face lean = flyer in the mailbox, ```

Question 53

Levels of MRT that influence media selection

Answer 53

task ambiguity | media richness