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Trương Trung Nghĩa OB

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Trương Trung Nghĩa OB

  1. 1. GROUP PROJECT 2MODULE: ORGANISATIONAL BEHAVIORGROUP: 5CLASS: GaMBAX0510MEMBERS OF GROUP 5:1. Trương Trung Nghĩa - Nhómtrưởng2. Nguyễn Anh Tuấn 6. NguyễnThành Trung 3. TôThị Giang 7. BùiThị Kim Vân4. NguyễnVănHạ 8. PhạmThànhCông5. Phạm Duy Huấn 9. NguyễnMạnhHà<br />11/09/2010<br />1<br />GaMBA.X0510.Group 5.Project2<br />
  2. 2. Topic 5:<br />Most individual decision making in organizations is a process not subject to model a decision based on reason.<br />Group 5<br />11/09/2010<br />2<br />
  3. 3. The concept and the role of organizational behavior<br />The concept of personal decisions and decision-making model <br />The model problem of rational decision <br />Conclusion <br />Group 5<br />11/09/2010<br />3<br />
  4. 4. I. The concept and the role of organizational behavior<br />OrganisationalBehaviour: The individual behavior takes place in the organization<br />Organizational behavior management: Organizational Behavior management (OB) is the subject that researches the influence of individuals and groups within the organization and organizational structure on the behaviors that taken place in that organization for the purpose of applying research findings to increase the effectiveness of the organization.<br />Behaviors are the actions, gestures, attitudes, habits of people.<br />Group 5<br />11/09/2010<br />4<br />
  5. 5. Roles of OB studies<br />Group 5<br />Understand events within the organisation<br />OB studies<br />Effect on the events in the organisation<br />Dự báo trước các sự kiện trong tổ chức<br />11/09/2010<br />5<br />
  6. 6. MARS model of human behavior and the consequences<br />Values<br />Personality<br />Perception<br />Emotions <br />And Attitudes<br />Stress<br />Role perception<br />Motivation<br />Behaviors and consequences<br />Ability<br />Situational factors<br />11/09/2010<br />6<br />Group 5<br />
  7. 7. Group 5<br />The type of individual behavior in organizations<br />Job effectiveness<br />Consciousness and responsibility of employee<br />Diligent<br />Obstructing behavior<br />Participating and bonding<br />11/09/2010<br />7<br />
  8. 8. II. The concept of individual decision and decision-making model<br />Decision making is a conscious process to select one or more alternatives to achieve a desired result. <br />Managers always make decisions, and decision making is one of the key skills of managers.<br />maximize your decision making if you want to become an effective manager.<br />Group 5<br />11/09/2010<br />8<br />
  9. 9. Group 5<br />Model of the rational decision making<br />1. Identify problem or opportunity<br />2. Choose the type of decision<br />3. Choosing solutions<br />6. Assessment<br />5. Implement<br />4. Choosing optimal solution<br />11/09/2010<br />9<br />
  10. 10. Group 5<br />III. The problem of the model of rationaldecision making<br />The model is very logic, but it rarely works in reality<br />1. First reason: in reality, people have difficulty identifying the problem, they can not (or will not) simultaneous processing a large amount of information to find the optimal solution, and they have difficulty in recognizing the moment that their decision had been failed.<br />2. Second reason: is that model focuses on logical thinking and completely ignore the fact that the emotional impact, even can control the process of making decision<br />11/09/2010<br />10<br />
  11. 11. The problems and opportunities are not clearly specific and we must analyze and transfer information into the basis to identify problems and opportunities.<br />In the process of analysis, the transfer of information is distorted by personal bias.<br />Personal perceptions are different so that the problems/opportunities identification and information handlings of each individual is different.<br />Group 5<br />Identify problems and opportunities<br />11/09/2010<br />11<br />
  12. 12. The model of rational decision making assumes that decision makers have clear objectives and unity in the entire organization, and they treat all the solutions simultaneously and effectively solutions to achive the best results.<br />People usually fall into a bounded rationality because they deal with limited information and incomplete so they rarely choose the best solution<br />Decision-makers usually only consider each possibility one by one, not simultaneously<br />Model of rational decision does not to take into account the impact of human emotions in the decision-making process<br />Intuition and choice: Many people use their intuition when making decisions<br />Evaluate and select solutions<br />11/09/2010<br />12<br />Group 5<br />
  13. 13. Decision-makers are not completely honest with themselves when evaluating their own decisions.<br />Post decisional justification leads to over optimistic assessment of our decision, until they get the information undeniable and clearly contrast to their expected.<br />Escalation of commitment: a trend of fixing an unefficient decisions or allocating more resources to the wrong behaviors.<br />Group 5<br />Evaluating the results of decisions<br />11/09/2010<br />13<br />
  14. 14. The cause of the irrational commitments<br />Self-defense - individuals trying to create a positive impression of themselves.<br />Illusions of gambler - The decision maker underestimates risks and overestimates the ability to successfully control problem.<br />"The blinded perception” - The decision maker does not immediately see the problem. They unconsciously do not perceive or inadvertently justify the negative information.<br />Closing costs - Even as doubts the success of the decision, the decision maker still continues the implementation because the closing cost of the project is high and unclear. <br />11/09/2010<br />14<br />Group 5<br />
  15. 15. IV. Conclusion<br /> Through analysis of human behavior and model of rational decision-making we can see the unappliable limitations of the model of rational decision making in reality.<br />Group 5<br />11/09/2010<br />15<br />
  16. 16. Group 5<br />Model of decision making reasonable limits<br />Obstacles in the processing information<br />Identifying problems and opportunities<br />Decisions<br />Limited searching<br />Limited information<br />Decision-making process that only considers the main data instead of considering all to avoid making the problem more complicated - the reasonable limit. <br />11/09/2010<br />16<br />
  17. 17. Some solutions to improve the efficiency ofdecision making<br />Need to make plans, scenarios for decision making in case of neccessary;<br />Encourage the participation of staff, discussed the situation among colleagues, take advantage of the advice of experts in a number of decisions;<br />Creative thinking; break through the old way of thinking, offer creative solutions for handling problems;<br />Using information technology in statistics, analysis, scripting to support decision making;<br />Ensure that the decision makers and assessors are separate and independent .<br />At the same time making decisions also must be combined of intuition and personal feelings because the nature of the decision making is not only science but also art<br />Group 5<br />11/09/2010<br />17<br />
  18. 18. Group 5<br />Q & A<br />11/09/2010<br />18<br />

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