These definitions emphasize the presents of individual bases of power or the need for power. Power is left out of management and organization literature because it is incompatible with discussions on ideology and values. – Pfeffer then discusses the functions served by management writing. Management writing focuses on rationality, and efficiency. Discussions on power and politics do not fit well with discussions on rationality and efficiency. Politics and power will actually work against discussions on rationality and efficiency and so therefore it is left out of literature.
Next, Pfeffer discusses four decision making models. He first discuses Rational and Bureaucratic models which are both popular in literature and then discusses decision process and Political Power Models. Rational Choice Models – This model is not only one of the most popular models but is often cited as the actual process used by decision makers. – The model follows a four step process which reflects the axiom that “behavior reflects purpose or intention. In other words behavior in an organization is not accidental and random but is instead reflective of pre-existing guides. Here is the four step process: • Goals and Objectives: The model presumes that an organization has goals and objectives unique to the organization. These goals must be consistent with one another • Rational Choice: The model than requires that there be a set of alternative choices from which to choice. This list usually limited and will end when the correct choice is found. • Assessment of the Outcomes: An assessment of the outcomes is required for each choice. Final decision is made. bureaucratic model of Decision Making – This model substitutes procedural rationality (rational choice model) for substantive rationality; rather than having choices made to maximize values, choices are made according to rules and processes which have been adaptive and effective in the past. – Uncertainty tends to be avoided in that, rather than making comprehensive assessments of risk and probabilities, decisions are made with relatively short time horizons.
The Term Paper on Analyzing the Decision Process to Use the Atomic Bombs by Using Various Models
Analyzing the decision process to use the atomic bombs by using various models On the 6th and ... actors rationality and self-interests, researchers are better able to analyze the decision making process. This ... display of destructive with which nuclear power was capable (Davidson 2009). However, it was ... recognized in this model that the procedures and precisely thought-out choices of rational actors can ...
Decision Process Models – Although they are very similar to the bureaucratic model of organizations, decisions in this model differ in that they presume less rationality and more randomness in organizational functioning. – In this model, it is presumed that policy is the outcome of a choice made by one or several decision makers. Which choice is made is determined by the situation in which the decision maker finds himself. This situation, in turn, largely caused by the processes preceding the choice.
It is impossible, then, to predict policies without knowing the details of the preceding processes. – Power does not add much to the prediction of behavior within an organization. – Garbage Can Model is a sub-model of the decision process model. In this model decisions are the result of independent streams within an organization. Political Models of Organizations – The model states that organizations are pluralistic and divided into various interest groups and units.
The Essay on Group Process
It is by enhancing communication and experiencing new roles that individuals begin to appreciate the significance and worth of an action or endeavor. This immersion provides insights and learning that can increase competency and capability of each one to address the challenges and setbacks present in the specified environment. By doing these things, the idea of group interaction and collaboration ...
These units usually conflict and therefore conflict is seen as normal or at least customary. – Action within organizations is the result of bargaining and compromising, and therefore the decision seldom reflects the preferences of any one group. However the more powerful groups will receive the greatest rewards and their desires will be met best. – This is a very democratic mode, which takes a close look at how individuals and groups relate to one another. However it does not have as much scientific creditability as other models do.
