Top-level managers;
- organizational goals
- locate manufacturing facilities
- what market to move into
- what service to offer
- weekly & monthly production
- handling problems
- allocating pay rise
- disciplining employees
- identifying a problem
- identifying decision criteria
- allocating weights to the criteria
- developing alternatives
- analyzing alternatives
- selecting an alternative
- implementing the alternative
- evaluating decision effectiveness
1. structured problems & programmed decisions
- 3 types programmed decisions - decisions & procedures, rule, policy
decision-making (condition)
- certainty
- risk
- uncertainty
- certainty - managers can make accurate decisions & all outcomes are known
- risk - managers is able to estimate the likelihood of certain outcomes
- uncertainty - managers has neither certainty nor reasonable probability estimates
- generate more complete information & knowledge
- generate more diverse alternatives
- increase acceptance of a solution
- increase legitimacy
- time consuming
- minority domination
- pressure to conform
- ambiguous responsibility
- brainstorming
- nominal group technique
- electronic meetings
3 interpersonal roles
- figurehead - obliged to perform a number of routine duties
- leader - responsible for motivation, staff training & associated duties
- liaison - maintain self-developed network, outside contacts & informers
- monitor - seek & receive a wide variety of information to develop thorough understanding
- disseminator - transmit information received from outsiders to members
- spokesperson - transmit information to outsider on organization's plan
- entrepreneur - searches organization and its environment for opportunities & initiates "improvement projects" to bring about changes
- disturbance handler - responsible for corrective actions when organizations faces important unexpected disturbances
- resource allocator - responsiblefor allocation of organizational resources
- negotiator - responsible for representing the organization at major negotiations
- perceptions - individuals perceive the organization on what they see, hear, experience
- shared aspect of culture - different backgrounds or work at different levels
- descriptive - how people judge the organizations
- innovation & risk taking
- attention to detail
- outcome orientation
- people orientation
- team orientation
- aggressiveness
- stability
specific environment
- customers - meet the needs of customers
- suppliers - provide material, equipment, financial, labor input to other organizations
- competitors - have one or more competitors, managers cannot ignore
- pressure groups - special groups that attempt to influence organization
- economic condition
- political conditions
- sociocultural conditions
- demographic conditions
- technological conditions
- global