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Decision Making by Mind Map: Decision Making
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Decision Making

Anatomy of Decision Making

Janis

Groupthink, Illusion of invulnerability, Illusion of unanimity, Suppression of personal doubts, Self-appointed mindguards, Docility fostered by suave leadership, Taboo against antagonising new members

Valentin

Behavioural perspective, Group dynamics & organisational culture, Structure of managerial decision making, Behavioural framework for studying organisations

Strategic context

Behavioural processes in context

Cyert & March

Goals, expectations and choice, Organisational goals, Organisational expectations, Organisational choice

Four main relational concepts, Quasi resolution of conflict, Goals as independent constraints, Local rationality, Acceptable-level decision rules, Sequential attention to goals, Uncertainty avoidance, Feedback-react decision procedures, Negotiated environment, Problemistic search, Motivated search, Simple-minded search, Bias in search, Organisational learning, Adaptation of goals, Adaptation in attention rule, Adaptation in search rules

Miller et al

Why decision making

Managerial rationality in decision making

Decision making as enactment of power

Processes, prescriptions and explanations, Bradford studies: explanations for process, Strategies and garbage cans: chaos and disorganised order, Mapping terrain of decision making process, Action dimension, Interest dimension

Concept of a decison

Thinking in Organisations

Smircich & Stubbart

Three models for knowing environment, An objective environment, The perceived environment, The enacted environment

Organisation and environment from interpretive perspective, Implications of interpretive perspective, Abandoning organisations should adapt to environments, Rethinking constraints, threats, opportunities, Thinking differently about role of strategic managers, Managing in an enacted world, Managerial analysis, Creation of context, Encouraging multiple realities, Testing and experimenting, Can reality be enacted?

Conclusion, Eclipse of organisation/environment dichotomy, Different mode of strategic analysis, Different role for strategist, Different research focus

Lant et al

Patterns of strategic reorientation

Influence of magerial learning on strategic persistance/reorientation

Research model, Effect of environmental context on rates or reorganisation, Managerial learning process and likelihood of reorganisation, Role of past performance, Role of managerial interpretations, Role of top management characteristics, Effects of past performance on top management and managerial interpretation

Empirical study

Discussion, Determinants of strategic reorganisation, Past performance, Managerial interpretations, Top management characteristics, Speculating about processes, Past performance on managerial interpretations, Past performance on top management characteristics

Schwenk

Research on strategic cognition, Cognitive heuristics and biases, Strategic assumptions, cognitive maps and schemata, Analogy in diagnosis

Integration and questions for research, Development of schemata, Application of schemata

Bate

What is organisational culture

Methodology

Findings, Unemotionality, Depersonalisation, Subordination, Conservatism, Isolationism, Antipathy

Societal Context of Organisational Decision Making

Brunsson & Olsen

Administrative reform and change, How free is the choice

Institutionalised organisations

Institutionalised environments, Decoupling, Modernity and fashion, Creation of meaning

Challenging a hegemony

du Gay & Salaman

Close to the customer

Enterprising culture of customer

Enterprising enterprises

Discourse of enterprise

Newman

Bashing bureaucracy

Managerialism as discourse, Neo-Taylorism, Excellence approach, Consumerism and quality, Business entrepreneurship

Power, decision making and reordering relationships, Managerialism as logic of decision making, Multiple and interacting regimes, Reordering relationships, Management/workforce relations, Organisational and inter-organisational relationships, Paradoxes of managerialism, Centralisation and decentralisation, Flexibility and standardisation, Empowerment and control, Management, policy and politics

Laroche

Limits of decision making perspective, Lost object of decision making, Managers as decison makers, Away from rationality and back

From decision to action, Action first, decision later, Towards a theory of action in organisations

Decision making as a social representation, Recoupling and decision and action, Social representation of decision making, Which representation of decision making

Decision making in action, Self fulfilling prophecies, Looking forward: decisions as useful illustrations, Looking back: decisions as rationalisations

Understanding Decision Making: Understanding Organisations

Pettigrew

Power and organisational decision making

Theoretical bearings

Brunsson

Decision making perspective and irrationality

Decisions as initiators of action, Searching for alternatives, Estimating consequences, Evaluating alternatives, Choosing, Making rational use of irrationality

Strauss et al

Professionalised locale

Ruled and unruled behaviour

Grounds for negotiation

Patients and negotiated order

Patterned and temporal features of negotiation

Negotiation, appraisal and organisational change

Zimmerman

Reception Function, Actual task structure in reception, Troubles and consequences

Actual task structure and competent rule use, Intake assignment procedure