Architecture of D-M: Difference between revisions
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Decision Specific - Interpretatio of the problem, characteristics of the problem top be solved | Decision Specific - Interpretatio of the problem, characteristics of the problem top be solved | ||
You | You cannot rely at looking at stimulus to determine the decision because managers interpret stimuli differently | ||
If problem is seen as a crisis rather than an opportunity then more alternatives are sought | If problem is seen as a crisis rather than an opportunity then more alternatives are sought | ||
Characteristics - Complex decisions Hickson sees them as Complex (risky, uncertain, manay solutions, difficult to set PI's, have trade-offs, undrsanding the problem is part of the solution) or Political ( specific stakeholders) | |||
Organizational Context | Organizational Context | ||
• Systems - Planning and Control systems influence DM. Formal systems make DM more predictable, | • Systems - Planning and Control systems influence DM. Formal systems make DM more predictable, reliant on knowledge experts | ||
• Structure - Decisions create structure an VV. Formalized - Older orgs. Large Orgs - D-M more about keeping to the rules, Decentralized orgs offten need more hands-on | • Structure - Decisions create structure an VV. Formalized - Older orgs. Large Orgs - D-M more about keeping to the rules, | ||
Indutsry age seems to be a predictor of structure regardless if a new entrant enters the industry | * Decentralized orgs offten need more hands-on | ||
* Indutsry age seems to be a predictor of structure regardless if a new entrant enters the industry | |||
Public sector inds | Public sector inds do not take longer to make decisions, or have more committees, or more stakeholders (Hickson) | ||
Culture - National US co's make quicker decisions than UK - Org | Culture - National US co's make quicker decisions than UK - Org culture based around symbols, storoes and routines but they can be trapped by their cultures | ||
[[Category:Strategy]] | [[Category:Strategy]] | ||
Latest revision as of 18:23, 16 January 2011
Decision Specific - Interpretatio of the problem, characteristics of the problem top be solved
You cannot rely at looking at stimulus to determine the decision because managers interpret stimuli differently If problem is seen as a crisis rather than an opportunity then more alternatives are sought
Characteristics - Complex decisions Hickson sees them as Complex (risky, uncertain, manay solutions, difficult to set PI's, have trade-offs, undrsanding the problem is part of the solution) or Political ( specific stakeholders)
Organizational Context
• Systems - Planning and Control systems influence DM. Formal systems make DM more predictable, reliant on knowledge experts • Structure - Decisions create structure an VV. Formalized - Older orgs. Large Orgs - D-M more about keeping to the rules,
- Decentralized orgs offten need more hands-on
- Indutsry age seems to be a predictor of structure regardless if a new entrant enters the industry
Public sector inds do not take longer to make decisions, or have more committees, or more stakeholders (Hickson)
Culture - National US co's make quicker decisions than UK - Org culture based around symbols, storoes and routines but they can be trapped by their cultures
