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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