chapter 7 decision making, learning, creativity, and entrepreneurship
TRANSCRIPT
Chapter 7
Decision Making, Learning, Creativity, and Entrepreneurship
MGMT 321 – Chapter 7
Decision Making
Programmed Decision– Routine, virtually automatic decision making that
follows established rules or guidelines.
Non-Programmed Decisions– Non-routine decision made in response to unusual
or novel situations
Intuition – Feelings, beliefs, and hunches that come readily
to mind and result in on-the-spot decisions
MGMT 321 – Chapter 7
The Classical Model
MGMT 321 – Chapter 7
The Administrative Model
Bounded rationality– Managers cannot consider all alternatives
and available information – Decisions are by cognitive limitations
Incomplete information– Due risk and uncertainty, ambiguity, and
time constraints Satisficing
– Choosing the first acceptable decision
MGMT 321 – Chapter 7
Why Information Is Incomplete
Figure 7.2
MGMT 321 – Chapter 7
Steps in Decision Making
MGMT 321 – Chapter 7
Cognitive Biases
Heuristics– Rules of thumb that simplify decision
making– Used to deal with bounded rationality
Types– Prior Hypothesis Bias– Representativeness– Illusion of Control– Escalating Commitment
MGMT 321 – Chapter 7
Group Decision Making
Usually superior to individual making Choices less likely to fall victim to bias Able to draw on combined skills of
group members Improve ability to generate feasible
alternatives Allows managers to process more
information
MGMT 321 – Chapter 7
Group Decision Making
Potential Disadvantages– Usually takes much longer than individual
decision making
– Can be difficult to reach agreement
– Can be undermined by biases
– Groupthink
MGMT 321 – Chapter 7
Improving Decision Making
MGMT 321 – Chapter 7
Organizational Learning and Creativity Organizational Learning
– Improving employees’ desire and ability to understand and manage the organization and its task environment
The Learning Organization– Maximizing employees’ ability to behave creatively
to maximize organizational learning
Creativity– The ability to discover novel ideas leading to a
feasible course of action
MGMT 321 – Chapter 7
Senge’s Principles
MGMT 321 – Chapter 7
Creating a Learning Organization
Personal mastery Mental models Team learning Build a shared vision Systems thinking
MGMT 321 – Chapter 7
Building Group Creativity
Brainstorming
Production blocking
Nominal group technique
Delphi technique
MGMT 321 – Chapter 7
Entrepreneurship
Entrepreneurs Intrapreneurs Characteristics
– Open to experience
– Internal locus of control
– High self-esteem
– High need for achievement
MGMT 321 – Chapter 7
Entrepreneurship and Management People can become involved in
entrepreneurial ventures by starting a business from scratch
Frequently need to hire other people to help them run the business
Frequently, founding entrepreneur lacks the skills, patience, and experience to manage the people and processes