decision processes, balance and conflict processes in
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Parvinder Singh2009SMF6708
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ORGANISATIONAL PROCESSES
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Planning
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Planning is the most basic function of management, being concerned with theconscious determination of the courses of action required to achieve predetermined objectives
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THE PLANNING PROCESS
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Cryst allizeth e
oppo rtu ni ty o r
p r oblem
Sec ur ingand
anal yzingnece ss a ry info r ma tio
n
Est abli sh ing
planningp r emi s e s
andcon str ain t
s
As ce rt aining
al te r na tiveco urs e s of ac tion s o r
plan s
Selec tingth e
op tim u mplan
De te r mining
de r iva tiveplan s
Fixingtiming of in tr od u c ti
on
Arr angingf utur e
eval u a tionof
effec tivene ss of th e
plan
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DECISION MAKINGDecisio maki is t eselectio of a course of
actio amoalter atives
It be i sw e weee to o
somet ibut we o
ot k oww at
Every ecisio makiprocess pro uces a fi alc oice to t e ecisio
maker
It ca beratio al orirratio al,a ca bebase oexplicit
assumptio sor tacit
assumptio s
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TECHNIQUES INDECISION MAKING PROCESS SWOT Anal ys is
Anal yt ic Hie r a r c hy P r oce ss - procedure for multi -level goal hierarchy
Buy e r deci s ion p r oce ss e s - transaction before, during, and after a purchase
Gr id Anal ys is - anal ys is done b y compa r ing th e weig ht ed ave r age s of r anked c r ite r ia toop tion s. A wa y of compa r ing bo th objec tive and su bjec tive da ta .
P r og r am Eval u a tion and Review Tec h niq u e (PERT) & Cr itical Pa th Me th od ( CPM)
eci s ion tr ee s
Fo r ce field anal ys is - anal yzing fo r ce s th a t ei th e r d r ive o r h inde r movemen t towa r d a goal
Six T h inking Ha ts - symbolic process for parallel thinking 7
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STYLES OFDECISION MAKINGPositional
Style
on-deterministic
on-deterministic
A positional goalA positional goal
A formation of semi-complete
linkages betweenthe initial step
and final outcome
A formation of semi-complete
linkages betweenthe initial step
and final outcome
Combinational Style
DeterministicDeterministic
A very narrow,
clearly defined,primarily material
goal
A very narrow,
clearly defined,primarily material
goal
A program that linksthe initial
position with thefinal outcome
A program that linksthe initial
position with thefinal outcome
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The positional style isbetter as compare toco binational as it serves
to:a) create a pre ispositioto t he future evelopme tof the positio ;b) i uce t he e viro me ti a certai way;c) absorb a u expecteoutcome i o e s favor;
) avoi t he e ativeaspects of u expecteoutcomes.
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ORGANIZATIONAL CONFLICTORGANIZATIONAL CONFLICT
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Functional ConflictFunctional Conflict
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Dysfunctional ConflictDysfunctional Conflict
Any confron tatio n or in teractio n betwee n roups t hat harmsthe or an izatio n or h ind ers t he ach ieveme n t of or an izatio nal oals
ana eme n t must seek to elimi nate dysfunctio nal conflict
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Intergroup OrganizationalIntergroup Organizational ConflictConflict
Inter epen enciesan shareresources
Competitio n for scarceresources
H iding of informatio n and officepolitics may come i n to play
Intergroupifferences in goals,
values orperceptions
Differen tdepartme n tshave differen tobjectives
Authority i balances
O nedepartme n t hasto acceptinstructio nsfrom a nother
A biguity
W hen respo nsibilitiesare not clearly defined .
W hen there isambi guity regarding where to assi gn the credit orblame
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Relation sh ip Between Intergroup ConflictRelation sh ip Between Intergroup Conflictand Organizational Performanceand Organizational Performance
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Level of IntergroupConflict
ProbableImpact onOrganization
OrganizationCharacterized By
Level of OrganizationalPerformance
Low or
none
Slow adaptation to environmentFew changesLittle stimulation of ideasApathyStagnation
LowDysfunctiona lSituation I
Situation II Optimal Functional Positive movement toward goalsInnovation and changeSearch for problem solutionsCreativity and quick adaptationto environmental changes
High
DisruptionInterference with activitiesCoordination difficulties
Chaos
LowDysfunctionalHighSituationIII
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Conflict Management Tec hnique sConflict Management Tec hnique s
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Negotiation (An intrin sic part of conflict managementNegotiation (An intrin sic part of conflict management
Purposeful persuasion: attempts to persua de the ot her by factualinformatio n and analysis to accept t heir case.
Constructive co pro ise: happe ns when the possibility for completeaccepta nce is extremely low.
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NegotiationNegotiation (as a form of bargaining)
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METHODS TO IMPROVE INTERDEPENDENCEMETHODS TO IMPROVE INTERDEPENDENCE
IN ORGANISATIONSIN ORGANISATIONSDivision of W ork
C o-or dinatio n
C ommu n icatio n
R educing groupconflict
Group TeamIn terve n tions
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COCO--ORDINATIONORDINATION
C oordinatio n is the in tegratio n and harmo n ious a djustme n tof ind ividual work efforts towar ds the accomplis hmen t of alarger goal.
Th e need for coor dinatio n arises from t he existe nce of depend encies.
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D epen ency Exa ple of
Coor ination processS hared resources irst come first serve, riority basis
S imulta neous co nstrai n ts S cheduling , sy nch ron izatio n
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MECHANISMS FOR COORDINA TIONMECHANISMS FOR COORDINA TION[MINTZB ERGS COORDINA TION[MINTZB ERGS COORDINA TION
MECHANISMS]MECHANISMS]
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IMPROVING COMMUNICATIONIMPROVING COMMUNICATION
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GROUP INTERVENTIONSGROUP INTERVENTIONS
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REFERENCES1. The Design of Organizations Pradip N Khandwalla,
Harcourt Brace Jovanovich Inc . , 19772.
Robbins, S.P
.,
1998, Organizational Behavior, NewJersey: Prentice Hall
3 . Gordon, J . R . , 1991 , A diagnostic approach toorganizational behavior , 3rd Edition, Mass: Allyn andBacon
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