Kinesiology 2298A/B Lecture Notes - Lecture 6: Selective Perception

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Managerial Decision Making
Biases
-Availability bias (most available is the choice)
-Representative bias (most represented) Implicit favourite bias (our personal favourite)
-Loss-aversion bias
-Selective perception bias (if we have too many options we are likely to be more selective of
the option)
-Personal experience bias
Decision Making Styles
1. Autocratic
2. Participative (democratice)
-Not one or the other in an organization but we tend to lead towards one based on time line,
importance of decision, etc.
Participative Decision Making
-Benefits
Higher rationality
-We can make a better sound decision because we have high levels of information to
develop a better, more rational outcome
Better understanding
Broader ownership
-When other people are able to participate in the decision then they are more likely to buy
into it
Better execution
-Drawbacks
Time consuming
“Pooling of ignorance”
-People participating in the decision may not have the knowledge, the know-how, and the
understanding to actually help with the decision
Possibility of group conflict arising out of differences of opinion
How to Decide
- To what extent are group members allowed to influence decisions, and in what situations?
- Style is based on the problem’s attributes
-Important to have people buy in
(decision significance)
-Likelihood of commitment is that
you’re not going to get people
commit when they don’t understand
what the decision is
When the problem attribute is high
and the level of commitment is low
then you will have low participation
It is not a significant enough
decision for people to care
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Document Summary

Availability bias (most available is the choice) Representative bias (most represented) implicit favourite bias (our personal favourite) Selective perception bias (if we have too many options we are likely to be more selective of the option) Not one or the other in an organization but we tend to lead towards one based on time line, importance of decision, etc. We can make a better sound decision because we have high levels of information to develop a better, more rational outcome: better understanding, broader ownership. When other people are able to participate in the decision then they are more likely to buy into it: better execution. Drawbacks: time consuming, pooling of ignorance . People participating in the decision may not have the knowledge, the know-how, and the understanding to actually help with the decision: possibility of group con ict arising out of differences of opinion. Style is based on the problem"s attributes. Important to have people buy in (decision signi cance)

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